PART I
A COMMON SCENARIO WHEN A LEADER OF an organization decides to undertake change is to begin planning immediately for the tactical implementation. Most leaders are quick to devote time, energy, and resources to redesigning new work processes or preparing new technology. However, little energy, if any, is spent getting the people within the organization ready for change.
Since the release of The Heart of Change, I have traveled around the world talking with top organizational leaders about transformation. Most agree that the most common reason their initiatives failed was that they did not address the people-related challenges—not that they didn’t get the processes right or that the technology was not ready. ...
Get The Heart of Change Field Guide now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
