The Change Catalyst

Part FourGetting Down to Business

We have discussed why 88% of change initiatives fail. We have identified the essential ingredients for successful change. We have talked about the importance of culture and how to change it.

Now, it's time to get down to the business of planning and implementing specific change.

Successful change starts with strategy, which is why the first three chapters are all about this important topic – setting a Vision, Mission and/or Purpose; understanding values and exploring what a good strategy looks like. In this section, you will encounter a Strategy Framework that was developed for one of my clients to help him engage his leadership team in the development of a holistic strategy for the company.

Then we discuss strategy execution, as even the most expensive and innovative strategy will be a complete waste of time if it can't be executed. The Strategy Execution Framework you meet in this chapter may also come in handy.

But to execute your strategy successfully, you will need to attend to what some people incorrectly term the ‘softer side’ of business. So, in the following chapters we cover designing an organisation to deliver (and how Organisation Design is not just about structure), overcoming complacency, what good leadership looks like, building extraordinary leadership teams and managing and developing your people.

Finally, we wrap the section up with some pertinent case studies and a Change Toolbox which contains the key tools, models and methodologies ...