Part 7: Complexity, change and turbulence

This article is the seventh and last in a series about the problems of change management in organizations. In the previous articles, we addressed the issue of complexity on several occasions, explaining that it renders change management more difficult. This time, we offer some ideas on management practices that are liable to increase complexity artificially along with adverse effects on change management. Read On »

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Tags: change management, managing change

Part 6: Managing the Transition

This article is the sixth in a series on managing organizational change. In the previous two, we concetrated on the phase of awakening to the need for change and on the dynamics of communication. In this article, we examine problems associated to the transition phase and suggest a number of measures for dealing with them. Read On »

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Tags: change management, managing change

Part 5: Communication and change

This article is the fifth in a series dealing with the issue of managing change in organizations. The previous one,  showed that communication has a major influence on the process of organizational change. Therefore, before going on to the transition and ritualization stages, we shall deal in this article with communication since understanding the issues at stake in this connection will prove very useful in the following phases. Read On »

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Tags: change management, managing change

Part 4: Adapting to change

This article is the fourth in a series dealing with the issue of managing change in organizations. In this article, we examine in general how adaptation to change is experienced by the members of an organization and focus in particular on the awakening stage. Read On »

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Part 3: Implementation of IT - from the laboratory to practice

This article is the third in a series dealing with the issue of managing change in organizations. This article deals with a number of classic problems arising in the implementation of information technology and, more specifically, the decision-making process. Read On »

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Tags: change management, managing change

Part 2: Choosing a strategy for change

This article is the second in a series dealing with the issue of managing change in organizations. The first article dealt with the turbulence that organizations have been facing for some time; this second article addresses the choice of a strategy for change among those available to management. Read On »

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Managing organizational change: Part One - Change in turbulent times

Is change changing? Is it becoming more complex or are organizations less capable of implementing change?

This is the first article, of a seven part series, that deals with the critical issue of managing change. In this article the authors describe the general context in which today’s organizations operate and explain how these new conditions that have made change apparently more difficult to manage. Excellent Read! Read On »

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Panchatantra and the CIO: The Fox and the Lion

Once upon a time there was a jungle. Like most jungles it had a king. The king, a lion, ruled his kingdom with kindness and generosity…except when he was hungry. Then, his highness went out and helped himself to the first subject who came along. Meal was served.

As stories go, there is nothing unusual about this one, so far. Hunger is, and has been, a defining trait of leaders for generations. Leaders have always been magnanimous to their flock till they are hungry. Read On »

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Tags: leadership lesson, Panchatantra

Coaching for Behavioral Change

Our “Pay for Results” Behavioral Coaching Approach

Our coaching network (Marshall Goldsmith Partners and collaboration with Hewitt Associates) provides coaches for leaders around the world.  All of the behavioral coaches that work with us use the same general approach.  We first get an agreement with our coaching clients and their managers on two key variables: 1) what are the key behaviors that will make the biggest positive change in increased leadership effectiveness and 2) who are the key stakeholders that can determine (six to eighteen months later) if this change has occurred.

We then get paid only after our coaching clients have achieved a positive change in key leadership behaviors as determined by key stakeholders. Read On »

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Tags: behavioral change, leadership coaching, leadership development

Part 1: What Managers Need to Know About Quality

If ever there was a misunderstood organizational strategy it is quality.

For some organizations quality is a quantitative exercise that takes new forms every few years. No matter which set of techniques, the belief is that “if it is measured it will improve.”

For other organizations quality is a qualitative exercise that falls further into the feel good category than into any integrated organizational tactic. In that world, the given is that the “I’ll know it when I see it” will translate into increased revenues.

Maybe. Read On »

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Tags: leadership and quality