Creating Change to Execute a Strategy

McKinsey posted a very interesting article here on why change initiatives fail. I think that it hints at a core issue that we have.

Our strategies often require the staff who we lead to change. For two years the biggest complaint that we had from the field was that the corporate staff were generating too much change. Our response (of which I have been a champion) is for the corporate staff to create fewer initiatives, and to space those that we do generate. This article argues that this is the wrong approach, and that our emphasis should not be on limiting the change that we allow to be created, but to create an organizational culture that has change management as a core process, so that changes that are necessary (preferably organically generated from the local level) can be implemented as a matter of course.

Food for though. Comments on this article anyone?

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