By J. Stewart Black
As Yogi Berra as soon as acknowledged, "90% of baseball is psychological. the opposite part is physical." So, too, with company and alter. at the present time, nearly each association faces titanic switch. Many corporations are "taking the bull by way of the horns" with proactive switch projects designed to count on tomorrow's marketplace realities. regrettably, so much makes an attempt to start up or deal with switch will fail, for one key cause: you can't switch agencies with no altering the participants inside of them. This ebook makes a speciality of the person element of organizational switch, providing a whole framework for "remapping" the way in which contributors view their businesses and their shared pursuits. top govt experts J. Stewart Black and Hal B. Gregersen establish the "mental maps" that exist inside every one folks: the expectancies we carry approximately our firms, their aggressive environments, and our roles inside them. They exhibit how those psychological maps may possibly carry the best predicament to profitable organizational swap -- and systematically convey find out how to remodel those maps, giving each person a brand new and extra confident vacation spot. for each govt, supervisor, and company strategist interested by effectively altering corporations to fulfill new demanding situations.
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Extra info for Leading Strategic Change
They tell us where to go and how to get there. For example, consider the map in Exhibit 2-2. 22 EXHIBIT 2-2 Island of California map. Chapter 2 • Brain Barrier #1 23 This is a map of the island of California. ” The map is actually quite an old one. For centuries, Europeans were captivated by legends of distant islands with unimaginable wealth. In 1541, Hernán Cortés and a group of adventurers set sail from Spain to discover such an island. Cortés sailed across the Atlantic, portaged through Mexico, then set sail again up the Strait of California, more commonly known today as the Gulf of Baja.
Yes, a felt need for change is required. However, the fact that people fail to see the need or fail to be convinced of the need is compelling evidence that “creating the need for change” is easier said than done. Part of the reason for this is that, by jumping straight to “establish a sense of urgency,” we skip over one of the most important questions that provides the necessary insight to help us actually create the need for change. The question is, Why don’t people see the truck or the treasure?
However, neither IBM nor its employees was good at making money from providing integrated solutions at first. Although analysts today tout the importance of “solutions” in IBM’s revenue and profit growth, we quickly forget that, back in the early 1990s as IBM initiated this strategic Chapter 1 • The Challenge of Leading Strategic Change 13 change, the “integrated solution units” (ISUs, as they were called) were losing money, not making it. Hopefully, after a time, we master the new right thing and start to do it well (a move from Stage 3 back to Stage 1).
Leading Strategic Change by J. Stewart Black