Why Change Programs Don’t

Produce Change
By: Michael Beer,
Russell A. Eisenstat
Bert Spector
Presented To: Dr. Fawad Bashir
Presented By: Areesha Khan
Touqeer Ahmed
Faiz Ul Hassan
 Business Problem

 Traditional Change Management doesn't work

 Critical Path: 6 steps that start small and
spread
 Methodology or Approach

 Hierarchical and Bureaucratic Structures

 Analysis of Six Corporations
 New Theory - Task Alignment
 Methodology or Approach

 SixSteps on the Critical Path

Mobilize
Develop shared vision
Foster consensus
Spread revitalization
Institutionalize revitalization
Monitor and adjust strategies
 Hypotheses

An approach to organizational transformation

that is based on task alignment , starting at the
department level and moving progressively
towards the top, is the most effective way to
achieve lasting change.
Hypotheses
 Factors Preventing Change
 Factors required for revitalization:
 Coordination
 Commitment
 Competency

 Lack of commitment and support of the

change program
 Misunderstanding the concept of "Change”
 Factors Preventing Change

 Managers may not be able to place key

employees in new roles

 Introducing too many change programs

 Managers must be inclusive and not manage

from the top down
 Lessons Learned
 Align employee roles, responsibilities , and
relationships.

 Important to identify the units with the

likeliest success rates.

 Seniorexecutives can maintain a competitive

advantage by using the critical path.
 Relevance to Our Course
 Leaders apply the behavior, attitude, and skill
changes that they have demanded of others to
themselves.

 The mindset for managing change focuses on:

 Process over specific content

 Change as a step-by-step learning process
 Persistence, instead of quick fixes