Issue 61 - 02 | The Hazards of Leading Culture ChangeBy Chip R. Bell & John R. Patterson
Published Aug. 12, 2009 10:16 p.m.
Planned change takes courage and tenacity. Even organizations with a burning platform, effective leaders, and well-crafted plans can sometimes miss the mark because they fail to recognize early signals that the seeds for derailment are being sown or they fail to realize the power of the signals they are sending via decisions that are unsupportive of the culture change commitment. Derailment is much more likely during periods of organizational anxiety from economic challenge, organizational shift (like a major merger or new competitor), or a change in senior leadership. However, these high profile hazards are easier to spot and therefore simpler to combat. It is the more subtle shifts that can do the most damage before their presence is even noticed.”
About Chip R. Bell & John R. Patterson | Chip R. Bell and John R. Patterson are customer loyalty consultants and the authors of Wired and Dangerous: How Customers Have Changed and What to Do about It. They can be reached at wiredanddangerous.com.http://www.wiredanddangerous.com/
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