Many organizations suffer from a tragic pattern: The chief executive officer launches a new change program with great fanfare and intentions, only to shelve it a few years later with little to show for great expenditures of time and consulting fees. How can you break this cycle?
Consider a health insurance company that has been struggling with change programs gone haywire for quite some time. A few years ago, the chief operating officer launched a customer quality initiative to improve six core processes and assigned executives to "own" each process. But in the budgeting process, the initiative got little funding. Only a few of the six processes were assigned staff, and each claimed credit for the work of colleagues. The initiative fizzled.
To read the original article: Cure Your Company's Allergy to Change - Brad Power - Harvard Business Review
