Leading Continuous Change

2 Leading Complex, Continuous Change

TO AVOID the sensation of riding a roller coaster when leading complex, continuous change, you need to take control. To do that, you need a plan, an approach that works.

The new CEO of a consumer products company took over after an extended period of mediocre performance. After some investigation he soon realized that there would be no quick or simple fix for the problems the organization was facing.

The company had been built by a series of acquisitions that had never been fully integrated. As a result, each unit ran independently, with few synergies being achieved. Furthermore, the culture of each unit was distinct, and people from one culture had little respect for the others. To add to the challenge, ...