Never before have strategic leaders been confronted with so much overwhelming change. The traditional approach taken by the leader or leaders is to direct or control the organization’s reaction on a monthly, weekly, or even daily basis. This approach is stressful and ...
Never before have strategic leaders been confronted with so much overwhelming
change. The traditional approach taken by the leader or leaders
is to direct or control the organization’s reaction on a monthly, weekly, or
even daily basis. This approach is stressful and overwhelming for executive
leaders, makes middle managers feel torn between honoring their
senior leaders and listening to the demands of frontline employees, and is
alienating for frontline employees. This approach is hardly a prescription
for the pursuit of excellence, and does not enable the organization to be
suffi ciently agile or nimble to cope with the “white water” conditions in
which the organization typically fi nds itself.
This book offers an alternative to the traditional approach by focusing
on building the change capacity of the entire organization in anticipation
of future pressures to change. An organization’s capacity for change
is an eight-dimensional dynamic capability of an organization or organizational
unit to successfully adapt to the changing organization-environment
interface. In change-capable organizations, the strategic leader’s
role is more of an architect or designer of the organization in anticipation
of oncoming change, rather than a commander or controller reacting
to change. This approach unleashes the organization’s creative potential
while maintaining accountability, clarifi es the roles of each and every
employee in the change process while enhancing organizational fl exibility,
aligns organizational systems to facilitate change, and builds the organization’s
leadership pipeline for the future.
Based on systematic research of more than 5,000 respondents working
within more than 200 organization or organizational units conducted
during the previous decade, this book offers a clear and proven method for
diagnosing your organizational change capacity. Building on my previous
consulting experience and anecdotal evidence, you will also learn how to
enhance your organization’s change capacity. While building organizational
change capacity is not fast or easy, it is essential for effective leadership and
organizational survival in the 21st century. This book provides guidance on
how to do that essential work in the new millennium.