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When leaders don't deliver what they promise, employees throw out or undermine the redesign effort. It's six times more likely for executives at these companies to "declare victory" than at companies that just have one or two golden rules.
McKinsey • Getting organizational redesign right
(1) Stage Theory of Change: Lewin Unfreeze Change Refreeze: or More Appropriately Re-Gel
Tupper F. Cawsey • Organizational Change: An Action-Oriented Toolkit
guide change management activities
Jeffrey Hiatt • ADKAR: A Model for Change in Business, Government and our Community
Eight-Stage Model of Organizational Change: Kotter
Tupper F. Cawsey • Organizational Change: An Action-Oriented Toolkit
A good strategy recognizes the nature of the challenge and offers a way of surmounting it.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
In performance cultures, people often become attached to best practices. The risk is that once we’ve declared a routine the best, it becomes frozen in time. We preach about its virtues and stop questioning its vices, no longer curious about where it’s imperfect and where it could improve.
Adam Grant • Think Again: The Power of Knowing What You Don't Know
In order to implement strategy, an organization needs to integrate structure, processes, and people. A successful redesign will focus the company's resources on its strategic priorities and reduce costs. An example of a typical motivation for a redesign is a company that decided to expand outside of its US home base.