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All I ever needed to know about change management - - Organization - Change Management
MAY 1997 | McKinsey Quarterly | ROGER DICKHOUT offers 5 basic
premises to help clients design organizational change programs—ideas
Dickout considers as natural laws:
(1) the law of constituent balance--change driven by an imbalance
between a company’s stakeholders: shareholders, employees, customers,
communities, & mgmt.
(2) the law of leverage. Max. the return on effort by changing those
things that will produce the greatest results/really matter.
(3) the law of momentum. Liberate the energy to drive the change. Change
is work. Work requires energy. That energy can be introduced from
outside—e.g. pressure from shareholders or new mgmt.—or the system’s own
potential energy can be transformed into kinetic energy.
(4) the law of feedback and adjustment. Learn how your organization
responds to change, and adjust the program accordingly. N.B.Change may
itself create opportunity.
(5) the law of leadership.Leadership is the scarce resource and
ultimately, the catalyst of change.
adjustments  change  change_management  constituencies  creating_opportunities  feedback  imbalances  leadership  leverage  McKinsey  momentum  OPMA  organizational_change  return_on_effort  what_really_matters 
april 2011 by jerryking
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