Chapter 8. The Organizational Change Leader[1]
W. Warner Burke
At the outset let us be clear about four important points. First, change for an organization can begin anywhere in the system, from a bench scientist in research and development who discovers a new chemical compound, to some computer whiz who develops a new piece of software, to a middle manager responsible for sales who demonstrates that customers want an entirely different version of products instead of what the company has been producing for decades, to the CEO who knows that the competition is slowly but surely encroaching on the business he or she leads and that something different must be done—now! Second, for organizational change to occur successfully, leadership is required. ...
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