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This is what I found interesting in Harvard Business Review, November 2016 issue, in article “Getting Reorgs Right” by Stephen Heidari-Robinson and Suzanne Heywood:

Whole article is fine, but what drew my attention was this (copy from article are marked by Italics):

A McKinsey survey of 1,800 executives identified the most common pitfalls for reorganizations (in order of frequency).

  1. Employees actively resist the changes.
  2. Insufficient resources – people, time, money – are devoted to the effort.
  3. Employees are distracted from their day-to-day activities, and individual productivity declines.
  4. Leaders actively resist the changes.
  5. The org chart changes, but the people work the same.
  6. Employees leave because of the reorg.
  7. Unplanned activities, such as an unforeseen need to change IT systems or to communicate the changes in multiple languages, disrupt the implementation.

All of the above are true. But one is missing: Executives do not support the change enough themselves. It seems that mostly they think that simply by saying-so Change will happen… But I guess since they are the ones being asked, none of them would admit their own lacklustre approach to Change.

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