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Leadership Article Review By: Peiti Su, 1/18/2001, BUS 262

Leadership Article Review By: Peiti Su, 1/18/2001, BUS 262 . “THE CHANGE MAKERS” Management Review, May 1999. Introduction . Companies that manage change well will survive and thrive

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Leadership Article Review By: Peiti Su, 1/18/2001, BUS 262

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  1. Leadership Article ReviewBy: Peiti Su, 1/18/2001, BUS 262 “THE CHANGE MAKERS” Management Review, May 1999

  2. Introduction • Companies that manage change well will survive and thrive • For every change, a company needs a change-maker -- someone who can remove the obstacles and make things happen • For every change-maker who turns companies around, there’s a mid-level executive who’s so afraid of failure -- he’d rather fight change than switch Agilent Restricted

  3. Factors Intensifying Change Process • Products, companies & industries with shorter life cycles • Global span of today’s companies multiplies the complexities of change • Technology: company must constantly upgrade systems and ways of doing business Agilent Restricted

  4. Up The Mountain • Most employees resist change because it’s unknown and unfamiliar • Statistical proof of resistors: • Quitters: won’t embrace change (10%) • Campers: sit things out (70-90%) • Climbers: actively seek change (10%) • Difficulties evident in: • re-engineering: 1/3 success • Mergers/Acquisitions: 29% success Agilent Restricted

  5. The Culture of Change • Traditional pyramid-style company -- change come from the top and flow down • Solution: engage many leaders in the business to follow their self-owned plans • Set broad outlines, let departments fill in the blanks • May require structural changes (hiring, firing, training managers?) Agilent Restricted

  6. More Than Fairy Dust • Employees are very important to change -- people don’t like change that is imposed on them • Employees will be more involved if they feel “we’re all in this together” • Change is about the future and making the world a better place for customers, staff and community • Communication is crucial -- people need to understand what’s going on • Admit you are fallible Agilent Restricted

  7. Spreading the Word • Ability to involve people throughout a multinational company important • Cultural differences also need to be considered in a change message. Examples: • Anglo-Saxon: change -- centers on dream/ambitions, opportunities • French: change -- driven by hardship/failure • Meeting with managers from different countries to convey message and importance of change Agilent Restricted

  8. All Together Now • Altering human behavior is critical to process • Effective communication is essential: leaders must explain desired behavior • Company must motivate employees to change • Objective measures drive behavior -- post results! • Company must provide training crucial to change Agilent Restricted

  9. A Regular Diet • Change needs to be continuous to be successful • Much easier to make change in positive manners today than it was 10 years ago • There have been enormous changes over the last 15 years; changes are easier now Agilent Restricted

  10. Featured Change Maker • Name: Pat F. Russo • Title: Executive VP of Strategy, business development and corporate operations • Company: Lucent Technologies • Change Challenge: As a new company, Lucent had to explain its aspirations to employees • Her Role: helping Lucent develop its own competitive culture • Follow-up: surveyed the workforce on implementation • Critical Compensation: stock options Agilent Restricted

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