Bringing Life to Organizational Change
with Myron Rogers
In the 1990s, surveys began reporting disappointing failures with organization change. CEOs reported that up to 75 percent of their organizational change efforts did not yield the promised results. These change efforts fail to produce what had been hoped for yet always produce a stream of unintended and unhelpful consequences. Leaders end up managing the impact of unwanted effects rather than the planned results that don’t materialize.
Instead of enjoying the fruits of a redesigned production unit, the leader must manage the hostility and broken relationships created by the redesign. Instead of glorying in the new efficiencies produced by restructuring, the leader faces a burned-out and ...