Chapter 3

A Compelling Case for Change

The likelihood of success in any significant improvement of operational performance is low unless the leader crafts a compelling case for change. There are simply too many people, too many departments, and too many competing initiatives involved. A compelling case for change must be aligned with strategy. It must address the why and what of the needed improvement in operational performance and provide both logical and emotional reasons for people to be wholeheartedly committed to a common course of action.

Strategic Alignment

Aligning major operational improvement initiatives with strategy is a prerequisite for success. Fortunately, there are only a finite number of strategic options. The challenge for ...

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