#The most unknown person plus#
In successful transformation efforts, the chairman or president or general manager of the division, plus another five to 50 others-including many, but not all, of the most influential people in the unit- develop a shared commitment to renewal.ģ. Not creating a powerful enough guiding coalition. When is the urgency rate high enough? When 75% of management is genuinely convinced that the status quo is, in the words of the CEO of a European company, “more dangerous than launching into the unknown.”Ģ. Half of all change efforts fail at the start. Not establishing a great enough sense of urgency. Consolidating improvements and producing still more changeįor each of the stages in a change process, there is a corresponding pitfall.ġ. Planning for and creating short-term winsħ. And since the success of a given stage depends on the work done in prior stages, a critical mistake in any of the stages can have a devastating impact.ĥ. Skipping steps to try to accelerate the process invariably causes problems. These stages should be worked through in sequence. Moreover, a successful change process goes through a series of eight distinct stages. Why do so many transformation efforts produce only middling results? One overarching reason is that leaders typically fail to acknowledge that large-scale change can take years.
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