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Article
Publication date: 27 January 2012

Chris Edgelow

The question of who is in charge of change is often met with confusing answers in changing organizations. That confusion is accompanied with a correspondingly poor ability to

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Abstract

Purpose

The question of who is in charge of change is often met with confusing answers in changing organizations. That confusion is accompanied with a correspondingly poor ability to sustain change successfully. The purpose of this paper is to outline what is required to sustain constant, complex change and most importantly, who must be accountable.

Design/methodology/approach

Drawing on three decades of practical experience helping organizations change, it has become clear that unless a very small handful of groups inside a changing organization see themselves and are seen by everyone else as ultimately in charge of change, the organization will not be successful at sustaining constant change. The paper clarifies who those three groups are and what specific things they need to be accountable for to enable the organization to improve its ability to change successfully.

Findings

Many organizations attempt to in source or out source the responsibility for change to “change management” experts which usually leads to dismal results. The three essential groups that actually must own change are the executives, project teams and first level supervisors. Every other group involved plays a support function to those three groups who must be in charge of change.

Originality/value

When executives, project teams and first level supervisors align their efforts using an integrated approach to leading change, an organization significantly increases its capacity for sustaining successful change over the long haul. When an organization relies on external consulting firms, internal support functions or some combination of the two without having accountability for change resting with the three key groups, the capacity for change is compromised significantly.

Details

Industrial and Commercial Training, vol. 44 no. 1
Type: Research Article
ISSN: 0019-7858

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Article
Publication date: 1 February 2011

Chris Edgelow

Changing the way organizations change has become the fourth and perhaps most pressing challenge every organization faces today. This insightful and practical paper aims to

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Abstract

Purpose

Changing the way organizations change has become the fourth and perhaps most pressing challenge every organization faces today. This insightful and practical paper aims to describe a holistic, integrated approach organizations can use to build the necessary leadership capacity required to ensure changes are both successful and sustainable over time.

Design/methodology/approach

Five decades of using change management as the standard approach to helping organizations change have left a legacy of many more failures than successes. Integrating the essential components of strategy, change, transition and communication, the paper outlines specific actions leaders at all levels must undertake to lead change successfully throughout their organization. Insights are gained from decades of work with hundreds of leaders in changing organizations around the world.

Findings

This integrated approach ensures the desired results are achieved within the given budgets and timelines, people come through the changes no worse off and the organization as a whole fulfills its strategic mandate. That is accomplished through the work of competent leadership continually dedicating time and effort at addressing the fourth challenge their organization faces – changing the way they change.

Originality/value

The most important competency every organization requires today is the ability to change and evolve to keep pace with the fluid, dynamic global environment. Old habits are no longer up to the task. This integrated approach to leading change builds the necessary leadership skills to help organizations learn how to sustain change successfully.

Details

Industrial and Commercial Training, vol. 43 no. 1
Type: Research Article
ISSN: 0019-7858

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