Beyond Change Management: How to Achieve Breakthrough by Dean Anderson, Linda Ackerman Anderson

By Dean Anderson, Linda Ackerman Anderson

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This does not mean that the two roles (leading and consulting) should merge into one. Leaders must continue to lead, and consultants must continue to consult. indd 8 Beyond Change Management 8/19/10 1:27:23 PM for leaders. ” Some of our discussions will c learly be geared to one or the other audience. At times, w e will o ffer speciĀc in sights a nd t echniques f or le aders, a nd at o ther times, w e will p resent sp eciĀc co nsulting a pproaches a nd t ools. H owever, in all cases, the “secondary” audience will b eneĀt greatly from the discussion and from fully exploring the information and insights offered.

And as stated earlier, change will need to occur in all quadrants and be unified into one overall change process. Most leaders are very good at designing the content solutions for their change. When they need assistance, they can and often do engage expert content consulting firms to help design their new structure, system, business process, or technology. These subject matter exp erts, partnered with internal t alent, usually get t he content right. Breakthrough results in organizations can occur because of great content, but only if t he o rganizational c hanges a re im plemented successf ully a nd eĀectively used by committed employees.

Change Governance: Not providing clear change leadership roles, structure, and decision making, and how the change effort will interface with operations. ◗ Strategic Discipline for Change: Not providing a strategic discipline for how to lead change across the organization—no enterprise change agenda, no common change methodology, and inadequate infrastructure to execute change successfully. ◗ Misdiagnosing Scope: Misdiagnosing the scope of the change either in magnitude, or by initiating only technological or organizational initiatives, and neglecting the cultural, mindset, and behavioral requirements.

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