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CHANGE HAS A BAD REPUTATION
Over the past 20 years, I have watched more than 100 companies try to remake themselves into significantly better competitors. They have included large, global organizations that employ over 100.000 people, medium size, family owned companies that had averagely 300% growth targets and companies which had already lost their edge.
These efforts have gone under many banners: redifining existance, reorganizing of sales, building new offering, right sizing, restructuring, cultural change, and turnaround. In almost every case, the basic goal has been the same: to make fundamental changes in how business is conducted in order to help cope with a new, more challenging market environment.
Most of these corporate change efforts have been very successful. But a few have been utter failures. Some fall somewhere in between. The lessons that can be drawn are interesting and will probably be relevant to even more organizations in the increasingly competitive business environment of the coming decade.
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