July 23, 2008
Thriving on discontinuous change
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Carol Kinsey Goman has written another superb article for me and I’ve popped it up on my articles website.
Entitled ‘Thriving on discontinuous change’, here’s a snippet:
IBM’s 2008 Global CEO Study finds that organizations are being bombarded by change, and many are struggling to keep up. Executives see significant change ahead, but the gap between expected change and the ability to manage it has almost tripled since the last Global Study in 2006.
The question is: How do we create the kind of organization that not only adapts quickly to current trends, but is aggressive about shaping and leading change?
There are two kinds of change — incremental and discontinuous — that are taking place simultaneously and constantly in business organizations around the world. Incremental change is the process of continuous improvement — what the Japanese refer to as "kaizen." Discontinuous change is the kind of large-scale transformation that turns organizations inside out and upside down.
If managing incremental change can be compared to encouraging a group of joggers to gradually pick up the pace, then leading discontinuous change is like getting those same joggers to leap off a cliff and build their parachutes on the way down.
You’ll find the rest of Carol’s brilliant article on change over on my articles website.
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