Top managers’ 5 most common objections to cultural change initiatives … and how to tackle them
“Culture eats strategy for breakfast,” declared management guru Peter Druckner.
Most managers know from their own experience that no matter how brilliant the strategy is, the ‘wrong kind of’ organisational culture can sabotage even the best of plans.
Let’s see two typical examples: Read More
The New Manager’s Big Change Initiative is failing
Go-ahead manager Bob Newcomer begins his position in the well-established company, Slo-Gro products. He is full of ambition and eager to prove himself as the new head of the team.
After a few weeks, Bob can already clearly see that the processes, methods and traditions in the company are totally dysfunctional and in desperate need of change.
Therefore, after less than two months in office, Bob announces his Big Change Initiative. He introduces several radical transformations. He changes the organisational structure; he starts re-engineering processes; he demands new attitudes and new behaviours from his subordinates
Not surprisingly, Bob Newcomer faces huge resistance. Things are just not happening the way he planned. His orders are not being carried out. People don’t follow his new procedures.
He replaces several of his managers, but improvement is still not forthcoming.
He doesn’t understand what is wrong. Read More