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Frustrations About Decisions That Should Have Been Made

Frustrations About Decisions That Should Have Been Made

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Published by: api-26271680 on Jan 29, 2009
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People Don’t Hate Change,They Hate How You’re Trying to Change Them
Michael T. Kanazawa
Do you have big ideas? Are you motivated?
I  aw   h qi, ha’ ga. I ci  v ha h aa l   li ha i h wl. Hwv, mhw wh w cm gh  w igaizai,   iivial wih h ig ia a mivai a qlch amagializ. I ’ hav   ha wa. W ca  .
Accordin to a smmary o over 40 research stdies on chane, the sccess rate o strateyexection and corporate chane prorams is 33%. At the same time, a Conerence Boardsrvey o over 600 lobal CEOs revealed that the top two challenes they see are: 1) eneratinconsistent revene rowth and 2) stratey exection. This translates to wea perormance on thetop exective priority, a sitation that needs to chane.
There are some antastic examples o companies that have ully engaged their employees in makingbold strategic moves that have generated huge returns. Apple was almost being written o as acomputer company, and then with the iPod and iTunes, they ocused their eorts on a specifc seto applications and customer needs. It required a massive reocusing to deliver a ully integratedand seamless product. As a result, they turned their company’s ortunes around and changed theace o not only the commoditized MP3 player market, but the entire music industry as well.Nintendo had just about lost the video game platorm wars against Microsot and Sony. Then theyset o to create a completely dierent type o gaming experience and one that moms would loveto have in the home (no easy eat). It required radical changes to many parts o the company anda strategy to align and execute a cohesive plan with the game controllers, console design, sotware,online services, game developer relationships, marketing and manuacturing. The result is the Wii,and it has not only completely turned around their company, it has opened up entirely new segmentso markets that didn’t exist beore.
Loo at Starbcs and what they did with coee hoses, or IBM shitin rom a hardware andsotware company to bein a leadin IT services provider. The employees at all o these companieshave thrived on chane, brinin ot their best talents, creativity, inenity and determination. Whycan’t we all wor in oranizations lie these? We can, i we ocs on the riht challenes.Becase so many o these prorams ail, some exectives and manaers start to believe the oldsayin that “people hate chane” mst be tre. That is
tre. In act, employment srveysreveal that the top reason ood employees leave companies is over a lac o new opportnitiesand boredom with stanant, never-chanin, dead-end jobs.People don’t hate chane; they hate corporate chane prorams. How can we x that?
Because so many of these programs fail,some executives and managers startto believe the old saying that “people hate change”must be true.

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