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Stories by Michael A. Roberto and Lynne C. Levesque

The art of making change initiatives stick

Too many managers have experienced this scenario: The chief executive announces a bold new corporate initiative aimed at generating dramatic performance improvements.
The initiative calls for sweeping changes in the company's processes, systems and culture. The launch proceeds with great fanfare and a substantial investment of the company's resources. Several years later, however, managers look back and wonder what went wrong.

Written by Michael A. Roberto and Lynne C. Levesque30 Sept. 05 22:00