• Summary
  • Contents
  • Subject index

This book presents a new and fundamentally different way of understanding organizational change. The authors present a new model of change management which identifies four core tasks that are crucial to the success of any change initiative in organizations. These are: appreciating change, mobilizing support for change, executing change and building change capability. They contend that failures of change initiatives result from failure to manage one or more of these tasks effectively.

Executing Change
Executing change

This chapter deals with one of the most critical aspects of change management—implementing change. No matter how well a certain change is appreciated and planned, if it is not executed competently to produce results then the change effort would end up as a failure—irrespective of how well it is supported by the organisation. Many change programmes flounder at the implementation stage. We begin with a case study, by looking at the causes of implementation failure. Then, we present a framework for executing change based on two key assumptions. We identify three critical tasks for change leaders to ensure focus and energy during execution: (a) creating cross-functional linkages in the organisation; (b) aligning policies, procedures and removing structural impediments to performance and change; ...

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