A force for change - Leadership.docVIP

 PAGE \* MERGEFORMAT 4 A force for change - Leadership Since 1985, the global economy as a whole changes, resulting in internal compression effect, therefore, all kinds of reform measures have come out since the continuous improvement, business reengineering, to the outsourcing strategy, downsizing, layoffs or mergers and acquisitions, are the changes in the approach taken. So far, the changes in the business world have heard success stories of less than examples of failures, that is, change the failure probability is more than the chances of success. What is the reason for this? From the leadership of Dr. Scott and change the views of other words, we will identify changes in the success of a course. In my experience over the past 30 years in the workplace, of which IBM’s transformation and change in HP’s most memorable experiences. But I recall that the two companies change the situation, which is why change success, followed by the rule coincides with the views of Dr. Scott. Scott that the reason for failure of organizational change, nothing more than the following eight reasons, such as too high since the prime mover ① , ② the lack of effective change leadership team, ③ underestimate the importance of corporate vision, ④ changes in long-term failure to adequately communicate to the staff who , ⑤ leaders sit idly by and do nothing problematic, ⑥ lack of short-range enough to celebration of the victories, ⑦ too early to declare victory, ⑧ failed to change into the system. According to Dr. Scott for many years changes in experience, he sort out a major reform to create an eight-stage process, if the business really moving forward here eight stages, then the chances of a successful organizational change on the surge, the eight stages are: to create a sense of crisis ① , ② the organization a strong change in the team, ③ to build long-term, ④ wide range of communication and vision, ⑤ authorized staff to long-term efforts, ⑥ to create the recent vic