This HBR article ponders the big change question: What if you do everything right and STILL there is no change?
A major US bank faced this dilemma after the CEO spent all this time visioning, hiring experienced people to drive the change, and implementing new structures, policies, and procedures. And two years later, nada. Employees rated that their was little change, and the leadership team was frustrated, to say the least. Here are some of the steps they missed:
- Joint diagnosis of problems help gain commitment
- Organize for competitiveness in the market place
- Foster consensus for the new vision, help with competence to implement it, and cohesion to keep it alive
- Don’t do everything top down – use peers to influence
- Keep watching the change – measuring and adapting as you go
