Implementing A Change Team
"Individuals alone, no matter how competent or charismatic, never have all the assets needed to overcome tradition and inertia…" (John P Kotter, 1996)
One of the main causes for failure or mediocre results from major change initiatives is that the leadership for the change is an individual, typically a CEO or senior manager or a weak committee with insufficient power to drive the process to successful completion.
This is not to say that the people are not capable or committed. For major change to occur and be cemented in place, the implementation needs to drive from as broad a group of people as possible. These people need to have recognised authority to make decisions. That doesn’t mean they will be only from management. They must be seen to have not just the organisation’s welfare at heart but also the individuals involved and affected by the change. They have a major influence over the outcomes of any strategy implementation and it is critical that it has the right players in it. During my time with a number of companies I have witnessed the good, the bad and outstanding outcomes achieved from change. From this experience there are some key lessons about the make-up of the Change Team.
This abstract above was taken from Alan Schofield article written for publication for HRINZ titled "The Change Team For implementing a new Strategy - Who Should Be On It?" listed below.