Leading strategic change : breaking through the brain by J. Stewart Black

By J. Stewart Black

Of organisations that search strategic swap, 70% fail. In Leading Strategic Change,now in paperback, best specialists J. Stewart Black and Hal B. Gregersen research the middle challenge: enterprises fail to alter simply because contributors fail to alter. Black and Gregersen determine the "brain boundaries" that retain strategic switch from success--failure to determine, failure to maneuver, and failure to finish--and supply a start-to-finish procedure for supporting others swap how they view their pursuits and the stairs they need to take to accomplish them. This e-book systematically exhibits you the way to enforce the only switch that makes the entire others attainable: redirecting contributors' principles and expectancies to be aligned with the recent course of the company.

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The more this metric map works, the more you begin to believe that the world revolves around you. With metrics at the center of the universe and with literally billions of dollars of success behind it, why would execu- 34 Leading Strategic Change EXHIBIT 2-6 Ancient China as the center of the world. tives at IKEA not resist changing this strategic map? Of course they would resist, and they did. We need to be careful, however, in providing so many large company examples that we create the impression that only big organizations are subject to these mistakes.

It is not the case that IKEA saw Sweden or even Scandinavia as distortedly large and the rest of the world as small. Indeed, it had an accurate map of the size of different furniture markets in the world. Still, IKEA saw itself and its metric measurements as the center of the world. Everything else revolved around it. As we have already stated, you get a centered map established and accepted only if it works. Metric measures worked for IKEA. For example, IKEA effectively sold metric chairs all around the world, including in the United States.

The mental terrain of their brains poses a significant set of barriers that we must break through to meet the increasing demands of leading strategic change. The Crux of the Challenge This brings us to the crux of the challenge. Clearly, change has always been and remains difficult. Unless we can dig beneath the surface and expose the fundamentals of why this is so, we have no hope or prayer of meeting these ever-escalating demands on leaders of change. To better understand these fundamentals, we might take a page from the fundamentals of flight.

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Leading strategic change : breaking through the brain by J. Stewart Black
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