Corporate change is notoriously difficult and often fails. One reason is that success is considered to depend only on how change is executed—that is, the quality of “change management.” We argue that change must instead be treated as a strategic problem, varying the approach to change depending on the type of challenge encountered and the internal characteristics of the company.
We attempt to distill the lessons from two truly ambitious projects—NASA’s Apollo program and Pfizer’s Lightspeed project—and show how, to succeed, projects and organizations must resolve the tensions between ingenuity and control.
"Old models of change aren't suited to the reality that we're operating in today."
For leaders with strong transformation experience, a slowing economy can be an opportunity to buy troubled assets at a discount and create value by turning them around.
Transformation in the new digital era requires a holistic, human-centric approach, one we call the Head, Heart, and Hands of Transformation.
Should business leaders engage in transformation preemptively or wait for a degradation of performance to trigger change?
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