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LEADERS WITH PASSIONS CONVICTION AND CONFIDENCE CAN USE SEVERAL TECHNIQUES TO TAKE CHARGE OF CHANGE RATHER THAN REACT TO IT
Hundreds of books and millions of dollars in consulting fees have been devoted to leadership and organizational change. No issue of the past 15 years has concerned more managers or a wider spectrum of organizations. Yet, for all the attention the subject merits, we see every day that certain kinds of change are simple. If you're a senior executive, you can order budget reductions, buy or sell a division, form a strategic alliance or arrange a merger.
Such bold strokes do produce fast change, but they do not necessarily build the long-term capabilities of the organization. Indeed, these leadership actions often are defensive, the result of a flawed strategy or a failure to adapt to changing market conditions. They sometimes mask the need for a deeper change in strategy, structure or operations, and they contribute to the anxiety that accompanies sudden change.
Years of study and experience show that the things that sustain change are not bold strokes but long marches-the independent, discretionary and ongoing efforts of people throughout the organization. Real change requires people to adjust their behaviour, and that behaviour is often beyond the control of top management. Yes, as a senior executive, you can allocate resources for new product development or reorganize a unit; but you cannot order people to use their imaginations or work collaboratively. That's why in difficult situations, leaders who have neglected the long march often fall back on the bold stroke. It feels good (at least to the boss) to shake things up, but it exacts a toll on the organization.
FORCES OF CHANGE
Organizational change has become a way of life as a result of three forces: globalization, information technology and industry consolidation. In today's world, all organizations, from the Fortune 500 to the local nonprofit agency, need greater reach. They need to be in more places, to be more aware of regional and cultural differences, and to integrate into coherent strategies the work occurring in different markets and communities.
The first two forces for change-globalization and technology-will inevitably grow. But it's not enough for organizations to simply "go international" or "get networked." In a...