Search results

Based on more than two decades of hands‐on experience in the field of organizational change management consulting, this paper seeks to reflect on the most common misunderstandings and mis‐steps that can derail executives as they manage their companies through complex, multifaceted change journeys.

The paper focuses on six key imperatives that can enable executives to overcome resistance to change, sustain workforce performance through difficult challenges, provide effective leadership and support the new workforce behaviors necessary to propel an organization faster and more effectively toward its business goals. When discussing each area, the authors explore the right mindset to see and understand the issue, the skills needed to be effective and the initiatives that can be put in place to support the change programme.

New mindsets, skills and execution capabilities are important if executives and managers are to bring about successful change within their organizations. Successful implementation of change requires an understanding of the human response to change. Resistance to change is real, and is a barrier that can stop an organization from reaching its goals. Because response to change is predictable, however, an organization is not helpless in dealing with the people aspects of change. Proven approaches, tactics and initiatives exist that can improve an executive's chances of successfully managing the organization and its people through complex, ongoing portfolios of change.

Using real‐life experience of organizations across both the public and private sectors, the paper presents practical advice to meet today's challenges at a time when the pace and scope of change appear to be virtually unprecedented.