PARADOX IN ORGANIZATION CHANGE
1. POSITIVE CHANGE REQUIRES SIGNIFICANT STABILITY
Rx: MANDATE ∆, VALUES FOCUS, CLEAR STRATEGY, RELATIONSHIPS
2. TO BUILD THE ENTERPRISE, FOCUS ON THE INDIVIDUAL
Rx: HIRE WINNERS, ACCOUNTABILITY, PROMOTE PASSIONATE LEADERS, LEVERAGE WITH TECHNOLOGY, REWARD2
3. FOCUS DIRECTLY ON CULTURE, INDIRECTLY
Rx: MAKE PRODUCTIVE WITH STRENGTH & FIT, CREATE COMPETITIVE CONTEXT, RESHAPE MEASURES, DRIVE IT FROM TOP & BOTTOM
4. TRUE EMPOWERMENT REQUIRES FORCEFUL LEADERSHIP
Rx: STRENGTH IN DECISIONS, REIGNITE MIDDLE MANAGEMENT, CREATIVE CONFLICT & COMMITMENT, EMPOWERMENT ZONES
5. IN ORDER TO BUILD, YOU MUST TEAR DOWN
Rx: CREATIVE DESTRUCTION, BRAIN POWER RELEASE, MANAGERS WHO THINK STRATEGICALLY
—PRICE WATERHOUSE, THE PARADOX PRINCIPLES
CHANGE MANAGEMENT
WHAT REALLY WORKS = 4 + 2
The Profile Of Effective Organizations
Primary management practices
Strategy—any positioning approach based on customer defined needs— sharply defined, clearly communicated, well understood—stick with core
Execution—operational excellence—always deliver the goods—2 x industry productivity rate
Culture—work is fun + high expectations + pride in challenge + satisfying work environment + enforced values
Structure—any that reduces bureaucracy, cooperation, simplifies work, & has systems for knowledge sharing
Secondary management practices—pick 2
Leadership—great ceos & teams, people connected, pay for performance
Talent—retain talent, develop more, internal promotion, execs involved
Innovation—churn out new products/services rather than reacting late, don’t defend yesterday’s stuff
Mergers/partnerships—danger! Generate internal growth + move into new businesses if leverage existing customer relationships & strengths
—nohria, joyce, roberson, “what really works,” hbr july 2003
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