Six years ago I wrote a book entitled Leading Change. It looked at what people actually did to transform their organizations to make them winners in an increasingly turbulent world. By transform, I mean the adoption of new technologies, major strategic shifts, process reengineering, mergers and acquisitions, restructurings into different sorts of business units, attempts to significantly improve innovation, and cultural change. Examining close to 100 cases, I found that most people did not handle large-scale change well, that they made predictable mistakes, and that they made these mistakes mostly because they had little exposure to highly successful transformations. In a world of increasing turbulence, including unpredictable and terrifying ...
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