As a human resources practitioner, I have been fortunate in my 25-year career to be a student, participant, and leader of successful organizational change. And while the environments and industries have been diverse, my observations about these processes have yielded a common theme. For organizational change to have the highest probability for success, on any scale, management must clearly identify and align the vision, strategy, tactics, and collective values of the organization—as the catalysts and cornerstones of the desired end state.

Done properly, management can help organizational participants embrace change processes for the enterprise to be merged, stabilized, started up, or repositioned in a way to satisfy most stakeholders ...

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