July 26, 2011
I recently interviewed Dean Anderson, a thought-leader in the field of organization transformation. Dean’s unique understanding of mindset, culture, and process gives him a deep strategic perspective, but he also has a depth and strength of character that very few people in the industry offer. During our conversation, Dean talked about the correlation between success and leaders’ mindsets, whether change should be managed from the top down or bottom up, and the number one way to make resistance to change go away.
March 8, 2011
In this final post of my Building Commitment to Change series, I describe eight important lessons I’ve learned while helping clients generate enough commitment to reach full realization.
January 26, 2011
Some organizational initiatives are so big, it isn’t easy to judge when there is sufficient forward movement. Activity and enthusiasm are great, but they don’t always translate into genuine, sustainable advancement. Even measurable headway toward the intended outcomes can be suspect if we can’t tell that enough movement has occurred to ensure backsliding and regression won’t take over at some later point.
Practitioners can use many approaches in this kind of situation. In this blog post, I’ll share with you how I deal with these kinds of questions.
September 21, 2010
Collectively, businesses spend hundreds of billions of dollars on strategic initiatives each year. The evidence is clear that, when using traditional planning and delivery approaches, each initiative begins with a 70 percent chance of failing. Lack of clarity, poor expression, and inadequate attention toward integrity all contribute to the failures. It doesn’t have to be that way.
An intent architect can explicitly and deliberately manage intent to avoid disappointment and provide the critical starting point for creating transformational results in the organization.
June 10, 2010
We’ve been talking about lenses that practitioners can use to identify patterns, and to help sponsors deal with change. I’m sure there are lenses you pay most attention to, and I encourage you to share them here. I’ll tell you about five I often rely on:
* The importance placed on matching challenge and commitment to change
* The importance placed on the intent of the change
* The importance placed on sponsors
* The importance leaders place on agents
* Leaders’ understanding of the nature of organizational change success
Each of these lenses reveals a series of mindset and behavior patterns.
Here are a few representative examples of the success mindset patterns
January 20, 2010
Whether change agents are internal or external, they often have to operate in an environment where sponsors are less than prepared to perform their role. Here are some guidelines for addressing common challenges agents face when in service to sponsors.
Aim for realization, not installation.
Many sponsors focus on installing critical changes—putting solutions in place—rather than realizing the intended business benefits. Be sure you and your sponsor are clear on whether you are working toward full realization of the initiative’s objectives or some degree of installation with reduced expectations.
Make strong sponsorship your top priority.
Realization of change is impossible without sufficient sponsor commitment and the capacity to follow through with his or her intentions. Successful agents foster the necessary sponsor behaviors to build and maintain three critical elements: