12/1/2014 Culture wars... Materials for this course jointly developed by G.E. Dehler and M.A. Welsh Learning Objectives Relate knowledge regarding organization culture to the context of organization change. Utilize the competing values approach to assessing organization culture Estimate the extent to which cultural change is required to achieve various changes in outcomes 1 12/1/2014 Culture: A definition The taken-for-granted values, underlying assumptions, expectations, collective memories, and definitions present in an organization. The seen [architecture, dress, behavior patterns, rules, stories, myths, languages, ceremonies] and unseen [shared values, norms, beliefs and assumptions]. \"The way things are around here.\" Values Serve as a reference point for managers and employees Provide direction and standards for behavior and relationships The commitment, or lack thereof, among employees to values is a component of culture argued to be instrumental in guiding employee actions and building trust. Crucial to understanding approaches and responses to change. 2 12/1/2014 Patterns of value commitment Status quo Indifferent Competitive Reformative Planned v. unplanned value change Competing Organization Paradigms Autocratic Processes 3. Top-Down Democracy 1. Classic Restructuring Form: Dominant hierarchy Change Process: Command and Control Ideology: Efficiency Methods: Downsizing, corporate reorganization Management message: "Do it or else" Flat hierarchy, decentralized Change Process: Cascade, expert-imposed designs Ideology: Social engineering Methods: Reengineering, STS, Corporate culture programs "self-directed teams" Management message: "Do as I say, not as I do" 2. Co-optive Participation Form: Change Process: Ideology: Methods: Form: 4. Parallel structures Pseudo-empowerment Human relations Problem solving teams teambuilding, changing leadership styles Management message: \"Can you give me any suggestions on how to improve what I want you to do?" Self-Management Form: Change Process: Ideology: Methods: Self-managing work teams Full participation Democracy Participative Design, Search Conferences, Town-hall meetings Management message: "Figure out what to do and how to do it, so long as it meets our jointly negotiated goals." Participative Processes 3 12/1/2014 Values: Bottom line Classic restructuring Becoming leaner and meaner does not develop capacity for self-management [extract value instead of build adaptive capacity] Co-optive participation Pairing high responsibility and low authority requires manipulation [Make me think I decided to do what you want me to do!] Top-down imposed change People do not become empowered by obeying the commands of an autocracy Increasing self-organization While employees influence decisions and have power to decide outcomes, the formality of democratic structure serves as an institutional check Corporate culture Organizations are mini societies with their own distinctive values, rituals, ideologies and beliefs Understand 'wholeness' of organizations Understand 'part-ness' of organizations Understand that what unfolds in any organization is a reflection of what is in people's minds 4 12/1/2014 Organization rests in shared meanings Allows people to behave in organized ways Culture cannot be imposed on a social setting. It develops during the course of social interaction. Enactment: bringing reality into being through interpretive schemes. Thus organization are the enactment of shared realities Benefits of Strong Cultures Common interpretative system reduces collective uncertainties Clarity of expectations promotes social order Perpetuation of norms and values facilitates succession Collective identity binds employees together Elucidating vision of future energizes forward movement Promote employee health and well-being [or the reverse] 5 12/1/2014 Liabilities of Strong Cultures Common interpretative system means we look forward through the rearview mirror Clarity of expectations makes it hard to change social order Perpetuation of norms and values debilitates learning - if you do what you've always done, you will get what you've always gotten Collective identity binds employees together - can we say groupthink?? Elucidating vision of future energizes no forward movement Risks employee health and well-being Culture's Bottom Line Culture can be a source of sustainable competitive advantage Culture change necessary for organizational change When values, orientations and goals stay constant, no change in procedure or strategy can prevent a return to the status quo. 6 12/1/2014 Transforming Culture: From the top down Examples Define new cultural values Self-assessment Realign reward system Executive changes Strengths Speed and immediacy Unilateralism Universality Demand pull Weaknesses Enacted behavior may differ from intent Resistance Ignores local context in which change fits Transforming Culture: From the bottom up Examples Education, training Forums, town meetings Upward feedback Empowerment Staff support (coaching) Strengths Puts behavior and decision closer to action, information Supply push Checks for consistency in enactment Weaknesses Middle management is squeezed Lower levels less ready or capable of action 7 12/1/2014 Transforming Culture: From the side Examples Beta sites, skunk works communities of practice Field visits customer visits Migration strategies Intergroup exchange Serendipity, chance Strengths Uses emergent learning Less threatening Is local Has real world credibility Weaknesses Possible lack of support from other areas [NIH] Avoid change fatigue Too much change, too often may become change and perish! Instead, strive for dynamic stability 8 12/1/2014 Pursue dynamic stability 4 guidelines: 1. 2. 3. 4. Reward shameless borrowing Appoint a Chief Memory Officer Tinker and Knead internally first Hire generalists Helpful behaviors Tinkering - Mr. Fix-it Kneading (like bread) - borrow, expand, don't invent Pacing (intersperse big and small changes) Adapted from Abrahamson, E. 2004a. Avoiding Repetitive Change Syndrome. MIT Sloan Management Review, 45(2): 93-95. Culture and change Emphasizes symbolic significance of everything we do Organization and shared meaning are one and the same Success hinges on the creation of shared meaning Helps us understand importance of leadership and management Strategic management as an enactment process [environment is not independent of our own making] 9 12/1/2014 Limitations of culturally driven change Can be used to support ideological manipulation and control Culture is holographic and cannot really be managed Important dimensions of culture are always invisible Usually has a deep political dimension. Summary of Competing Values Framework Clan Culture Values: Flexibility and Discretion Shared values, Consensus, Participativeness Effect Criteria: Cohesion, Morale, Development of human capital Leadership: Facilitator, Mentor Managerial Tasks: Managing teams, Managing interpersonal relationships, Managerial development HR role: means: ends: competencies: Employee champion responding to employee needs cohesion,commitment, capability management development Values: Stability, Consistency, Reliability Effect Criteria: Efficiency,Timeliness, Smooth functioning Mgmt Theory: Control fosters efficiency Leadership Coordinator, Monitor ,Organizer Managerial Tasks: Managing acculturation, Managing coordination, managing control system HR role: means: ends: competencies: Administrative specialist reengineering processes efficient infrastructure process improvement, customer relations, service needs assessment Hierarchy Culture Adaptability, Flexibility, Organized anarchy Effect Criteria: Cutting-edge output, Creativity, Growth MgmtTheory: Leadership: Innovativeness fosters new resources Visionary, Entrepreneur, Innovator Managerial Tasks: Managing innovation, Managing the future, Managing continuous improvement HR role: means: ends: competencies: Change agent facilitating transformation organizational renewal systems analysis, change skills, consultation and facilitation Values: Individuality, Self-interest, Optimize transactions Effect Criteria: Market share, Goal achievement, Beating competitors Mgmt Theory: Leadership: Managerial Tasks: Competition fosters productivity Hard-driver, Competitor, Producer Managing competitiveness, Energizing employees, Managing customer service External Positioning and Differentiation MgmtTheory: Participation fosters commitment Values: Adhocracy Culture HR role: Strategic business partner means: aligning HR with business strategy ends: bottom line impacts competencies: general business skills, strategic analysis, strategic leadership Control and Stability Market Culture 10 Internal Maintenance and Integration 12/1/2014 Values: Stability, Consistency, Reliability Effect Criteria: Efficiency,Timeliness, Smooth functioning Mgmt Theory: Control fosters efficiency Leadership Coordinator, Monitor ,Organizer Managerial Tasks: Managing acculturation, Managing coordination, managing control system HR role: Administrative specialist means: reengineering processes ends: efficient infrastructure competencies: process improvement, customer relations, service needs assessment Control and Stability Flexibility and Discretion Values: Shared values, Consensus, Participativeness Effect Criteria: Cohesion, Morale, Development of human capital Mgmt Theory: Participation fosters commitment Leadership: Facilitator, Mentor Managerial Managing teams, Managing interpersonal Tasks: relationships, Managerial development HR role: Employee champion means: responding to employee needs ends: cohesion,commitment, capability competencies: management development 11 12/1/2014 Values: Individuality, Self-interest, Optimize transactions Effect Criteria: Market share, Goal achievement Beating competitors, Mgmt Theory: Competition fosters productivity Leadership: Hard-driver, Competitor, Producer Managerial Managing competitiveness, Energizing Tasks: employees, Managing customer service HR role: Strategic business partner means: aligning HR with business strategy ends: bottom line impacts competencies: general business skills, strategic analysis, strategic leadership Control and Stability Flexibility and Discretion Adaptability, Flexibility, Organized anarchy Effect Criteria: Cutting-edge output, Creativity, Growth Mgmt Theory: Innovativeness fosters new resources Leadership: Visionary, Entrepreneur, Innovator Managerial Managing innovation, Managing the future, Tasks: Managing continuous improvement HR role: Change agent means: facilitating transformation ends: organizational renewal competencies: systems analysis, change skills, consultation and facilitation External Positioning and Differentiation Values: 12 12/1/2014 Clan Hierarchy Clan Hierarchy Adhocracy Market Adhocracy Market 13 12/1/2014 Bottom line on culture Understanding culture (context) Using actual culture to move to desired culture Moving on the diagonal is more difficult than moving vertically or horizontally The multi-level issue of fit Impetus for change Capacity to change Sustainability of change 14 12/1/2014 Diagnostic Questions What is the constellation of change? What is the smallest piece I can start with? (critical mass) Assess readiness and capability What forces support change? Keep asking... What forces promote resistance? Be realistic Get good data What are my personal resources and motivation? What system is most ready to accept change? Who or what is most accessible? Who has the best linkage to the rest of the organization? 15 12/1/2014 Write short-term scenario Identify the specific point in time by which the actions should be completed? Describe in detail the actual conditions you will see at that point in time. Create activity plan Must be: Related to change goals Specific Integrated (close connections) Time-sequenced Adaptable Contain key events, activities, steps and a time table 16 12/1/2014 Commitment Planning For each key player identify which is likely: No commitment Let it happen Help it happen Make it happen Getting commitment Problem finding Education Role modeling Change reward systems Understand resistance Use forced (!) collaboration 17 12/1/2014 Understand resistance C=[ABD] > X where C=change A=level of dissatisfaction with status quo B=desirability of end state D=degree of departure (practicality) X=cost of changing 18 printed from: Published: December 20, 2010 (originally published by Booz & Company) ORGANIZATIONS & PEOPLE > THE ESSENTIALS FROM BOOZ & COMPANY Making Change Happen, and Making It Stick Five factors make the greatest difference in fostering the new behaviors needed for a transformation. All of them reect the basic importance of people in implementing and embedding change. by Ashley Harshak, DeAnne Aguirre, and Anna Brown Few organizations have escaped the need for major change in the past decade, as new technologies and global crises have reshaped entire industries. However, the fact that change has become more frequent does not make such changes any easier. Change is, at its core, a people process, and people are creatures of habit, hardwired to resist adopting new mindsets, practices, and behaviors. To achieve and sustain transformational change, companies must embed these mindsets, practices, and behaviors at every level, and that is very hard to do but it has never been more important. Some organizations have managed to develop approaches to change management that address change comprehensively. A successful business transformation effort must capture the hearts and minds of people who need to operate differently to deliver the desired results. The good news is that it can be done. What Is Change Management? Change management is both a capability and a set of interventions that deliver the people oriented side of a change effort. Successful change management targets leaders but also engages people across the organization, while adjusting key enabling processes such as performance management. It helps employees make the transition to new behaviors, and it helps sustain the benefits of the new post transformation enterprise. Most business leaders have come to understand the importance of the people component in implementing and embedding change. According to a survey conducted by Booz & Company of 350 global executives charged with leading major transformation programs, senior leaders now recognize that people initiatives usually spell the difference between success and failure. However, there was broad consensus among the respondents that this sort of change management is often undertaken too late and too lightly to be effective. To achieve a successful change effort, people issues need to be identified and incorporated in project management plans from the start and then revisited again and again throughout the implementation process to ensure the desired strategic outcome. The Five Success Factors Each of the following five key success factors should be considered vital by those designing a change management program. These are the actions that can make change happen and make it stick. All five should be evident in the program's implementation. 1. Understand and spell out the impact of the change on people. A prerequisite to any viable change program is a cleareyed assessment of the impact it will have on various populations in the organization. This analysis identifies the type and scale of changes affecting each segment of employees (as defined by role or business, for example). This assessment also provides a basis for communicating with the team members about what the change means for them personally the predominant concern of every employee in a business transformation. A wellknown global energy firm did exactly that when it produced a change impact analysis with a \"heat map\" illustrating the intensity of change for each group of employees, and a detailed description of the changes each role would need to deliver. As a result, the leadership team was able to focus and redirect the transformation program to address the challenges facing those in the roles most affected. Moreover, project teams identified areas of potential overlap and conflict in the impact of various initiatives. Finally, the analysis informed the plans and sequencing of the overall transformation program and became the basis for communications with managers. In cascade fashion, managers received the message from their supervisors and then delivered it to their teams. 2. Build an emotional and rational case for change. Many leaders excel at building the rational case for change, but they are less adept in appealing to people's emotional core. Yet the employees' emotions are where the momentum for real transformation ultimately lies. Change management communications need to be targeted to each segment of the workforce, and delivered in a twoway fashion that allows people to make sense of the change subjectively. If you are asking people to adapt to a new reality, they need to understand the emotional case for the change so they can feel truly committed to the transformation. It can't be presented as another \"program of the month\" that they will have to live through. Bringing the details of what will change and what won't into the presentation allows leaders to paint a vivid picture of what the change means for employees personally, not only why it benefits the business. 3. Ensure that the entire leadership team is a role model for the change. Companies start their transformations from the top. Senior executives must be not only \"on top\" of the change program, but also \"in front\" of it, modeling the new behaviors they are asking their people to adopt and holding one another accountable for the initiative's success. When executives talk about creating a performance culture, they must demonstrate through example what that means. An aligned and committed leadership team is the foundation for any major corporate undertaking. When executives lead by example, the impact can be profound. One senior director found that it was only after he introduced ongoing performance discussions with his direct reports that his team started to hold similar sessions with their own direct reports. This requires consistent attention, but that level of engagement will make the difference between success and failure. 4. Mobilize your people to \"own\" and accelerate the change. The blunt truth is that most change initiatives are done \"to\" employees, not implemented \"with\" them or \"by\" them. Although executives are pushing behavior change from the top and expecting it to cascade through the formal structure, an informal culture left to instinct and chance will likely dig in its heels. To counteract this undermining force, companies should leverage what Booz & Company Senior Partner Jon Katzenbach calls the informal organization the network of peertopeer interactions. People need to be encouraged and motivated to change their behavior by those around them as much as they need incentives from the top. This does not mean that companies should forgo a centrally driven program with a clear road map that lays out the formal elements of the new organization. But they must not overlook the informal organization either. Pride, commitment, and purpose reside here. If you use powerful emotional motivators, invite employees to contribute ideas and perspectives, and provide the kind of informal support and recognition that makes it easier to take ownership of new behaviors, you can accelerate and intensify the impact of the change initiative. 5. Embed the change in the fabric of the organization. Sponsors often declare victory too soon, diverting leadership, commitment, and focus from the ongoing effort. To embed the change and ensure that it sticks, you should acknowledge the lessons learned. You also should investigate how to engage and involve employees over the long term and how to institutionalize best practices to capture the full benefit of this change and any future changes. The human resources function plays a critical role in this process. To enable lasting change, all HR systems, structures, processes, and incentives must be aligned and consistent with the goals of the transformation. You need to articulate clearly the various peopleoriented elements of the future organization not just its structure, but also employee value propositions and individual and team roles, as well as required competencies, skills, and behaviors. Things like performance management, learning and development, workforce strategy, and retention programs are key enablers of the change program. The challenge is to rethink not only how HR can help people support the change but also how it can contribute to embedding and sustaining the change. This requires HR to understand the business and its longterm requirements as both a strategic partner and a change agent. Navigating Change Successfully A comprehensive approach to change management requires all five of these success factors. Together, they enable you to take the necessary steps for change. First, clearly define the business objectives the change is intended to deliver. Next, understand the current organization its culture, its capabilities, and its experiences (both successful and unsuccessful) with change and then conduct the change impact analysis and make a clear case for change, including the reasons why change in people's behavior is needed. The main thrust of the change program follows with a series of tailored interventions that drive change through both formal and informal levers. This should not be a fixed or formulaic methodology but rather one that accelerates success by selecting the most efficient tools and techniques for the specific circumstances of the client organization. At each step, all five of the success factors should be considered. Indeed, they provide a useful checklist. Have you spelled out the impact of the change on people? Have you built both an emotional and a rational case for change? Is your leadership team all the members, yourself included acting as a role model? Are your people \"owning\" and accelerating the change? And how deeply is the new behavior embedded in the fabric of the organization? In today's business environment, change is an imperative. A change management approach such as this can help companies enhance their overall transformation capability, increase the speed of implementation, and improve the probability of success. Author Proles: Ashley Harshak is a Booz & Company partner based in London. He specializes in change management, organizational development, and large-scale transformations across many industries. DeAnne Aguirre is a senior partner with Booz & Company based in San Francisco. She is an expert in organizational and talent effectiveness and change leadership and has led transformations in both U.S. and global corporations. Anna Brown is a Booz & Company senior associate based in London. She specializes in change management, culture change, leadership, and organizational development work designed to deliver the objectives of large-scale transformation. Articles published in strategy+business do not necessarily represent the views of the member rms of the PwC network. Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase. strategy+business is published by certain member rms of the PwC network. 2016 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member rms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. Mentions of Strategy& refer to the global team of practical strategists that is integrated within the PwC network of rms. For more about Strategy&, see www.strategyand.pwc.com. No reproduction is permitted in whole or part without written permission of PwC. \"strategy+business\" is a trademark of PwC. strategy+business ONLINE DECEMBER 13, 2010 THE ESSENTIALS FROM STRATEGY& Making Change Happen, and Making It Stick BY ASHLEY HARSHAK, DEANNE AGUIRRE, AND ANNA BROWN This article was originally published by Booz & Company. F Five factors make the greatest difference in fostering the new behaviors needed for a transformation. All of them reflect the basic importance of people in implementing and embedding change. by Ashley Harshak, DeAnne Aguirre, and Anna Brown www.strategy-business.com 1 Making Change Happen, and Making It Stick THE ESSENTIALS FROM BOOZ & COMPANY What Is Change Management? ew organizations have escaped the need for major change in the past decade, as new technologies and global crises have reshaped entire industries. However, the fact that change has become more frequent does not make such changes any easier. Change is, at its core, a people process, and people are creatures of habit, hardwired to resist adopting new mind-sets, practices, and behaviors. To achieve and sustain transformational change, companies must embed these mind-sets, practices, and behaviors at every level, and that is very hard to do but it has never been more important. Some organizations have managed to develop approaches to change management that address change comprehensively. A successful business transformation effort must capture the hearts and minds of people who need to operate differently to deliver the desired results. The good news is that it can be done. Change management is both a capability and a set of interventions that deliver the people-oriented side of a change effort. Successful change management targets leaders but also engages people across the organization, while adjusting key enabling processes such as performance management. It helps employees make the transition to new behaviors, and it helps sustain the benefits The Five Success Factors of the new post-transformation enterprise. Most business leaders have come to understand the importance of the people component in implementing and embedding change. According to a survey conducted by Booz & Company of 350 global executives charged with leading major transformation programs, senior leaders now recognize that people initiatives usually spell the difference between success and failure. However, there was broad consensus among the respondents that this sort of change management is often undertaken too late and too lightly to be effective. To achieve a successful change effort, people issues need to be identified and incorporated in project management plans from the start and then revisited again and again throughout the implementation process to ensure the desired strategic outcome. 1. Understand and spell out the impact of the change on people. A prerequisite to any viable change program Each of the following five key success factors should be considered vital by those designing a change management program. These are the actions that can make change happen and make it stick. All five should be evident in the program's implementation. is a clear-eyed assessment of the impact it will have on various populations in the organization. This analysis DeAnne Aguirre deanne.aguirre@booz.com is a senior partner with Booz & Company based in San Francisco. She is an expert in organizational and talent effectiveness and change leadership and has led transformations in both U.S. and global corporations. identifies the type and scale of changes affecting each segment of employees (as defined by role or business, for example). This assessment also provides a basis for communicating with the team members about what the change means for them personally the predominant concern of every employee in a business transformation. A well-known global energy firm did exactly that when it produced a change impact analysis with a \"heat map\" illustrating the intensity of change for each group of employees, and a detailed description of the changes each role would need to deliver. As a result, the leadership team was able to focus and redirect the transformation program to address the challenges facing those in the roles most affected. Moreover, project teams identified areas of potential overlap and conflict in the impact of various initiatives. Finally, the analysis informed the plans and sequencing of the overall transformation program and became the basis for communications with managers. In cascade fashion, managers received the message from their supervisors and then delivered it to their teams. 2. Build an emotional and rational case for change. Many leaders excel at building the rational case for change, but they are less adept in appealing to people's emotional core. Yet the employees' emotions are where the momentum for real transformation ultimately lies. Change management communications need to be tar- Anna Brown anna.brown@booz.com is a Booz & Company senior associate based in London. She specializes in change management, culture change, leadership, and organizational development work designed to deliver the objectives of largescale transformation. 3. Ensure that the entire leadership team is a role model for the change. Companies start their transfor- geted to each segment of the workforce, and delivered in a two-way fashion that allows people to make sense of the change subjectively. If you are asking people to adapt to a new reality, they need to understand the emotional case for the change so they can feel truly committed to the transformation. It can't be presented as another \"program of the month\" that they will have to live through. Bringing the details of what will change and what won't into the presentation allows leaders to paint a vivid picture of what the change means for employees personally, not only why it benefits the business. mations from the top. Senior executives must be not only \"on top\" of the change program, but also \"in front\" of it, modeling the new behaviors they are asking their people to adopt and holding one another accountable for the initiative's success. When executives talk about creating a performance culture, they must demonstrate through example what that means. An aligned and committed leadership team is the foundation for any major corporate undertaking. When executives lead by example, the impact can be profound. One senior director found that it was only after he introduced ongoing performance discussions with his direct reports that his team started to hold similar 2 www.strategy-business.com Ashley Harshak ashley.harshak@booz.com is a Booz & Company partner based in London. He specializes in change management, organizational development, and large-scale transformations across many industries. Navigating Change Successfully www.strategy-business.com 3 4. Mobilize your people to \"own\" and accelerate the change. The blunt truth is that most change initiatives sessions with their own direct reports. This requires consistent attention, but that level of engagement will make the difference between success and failure. are done \"to\" employees, not implemented \"with\" them or \"by\" them. Although executives are pushing behavior change from the top and expecting it to cascade through the formal structure, an informal culture left to instinct and chance will likely dig in its heels. To counteract this undermining force, companies should leverage what Booz & Company Senior Partner Jon Katzenbach calls the informal organization the network of peer-to-peer interactions. People need to be encouraged and motivated to change their behavior by those around them as much as they need incentives from the top. This does not mean that companies should forgo a centrally driven program with a clear road map that lays out the formal elements of the new organization. But they must not overlook the informal organization either. Pride, commitment, and purpose reside here. If you use powerful emotional motivators, invite employees to contribute ideas and perspectives, and provide the kind of informal support and recognition that makes it easier to take ownership of new behaviors, you can accelerate and intensify the impact of the change initiative. 5. Embed the change in the fabric of the organization. Sponsors often declare victory too soon, diverting leadership, commitment, and focus from the ongoing effort. To embed the change and ensure that it sticks, you should acknowledge the lessons learned. You also should investigate how to engage and involve employees over the long term and how to institutionalize best practices to capture the full benefit of this change and any future changes. The human resources function plays a critical role in this process. To enable lasting change, all HR systems, structures, processes, and incentives must be aligned and consistent with the goals of the transformation. You need to articulate clearly the various people-oriented elements of the future organization not just its structure, but also employee value propositions and individual and team roles, as well as required competencies, skills, and behaviors. Things like performance management, learning and development, workforce strategy, and retention programs are key enablers of the change program. The challenge is to rethink not only how HR can help people support the change but also how it can contribute to embedding and sustaining the change. This requires HR to understand the business and its longterm requirements as both a strategic partner and a change agent. A comprehensive approach to change management requires all five of these success factors. Together, they enable you to take the necessary steps for change. First, clearly define the business objectives the change is intended to deliver. Next, understand the current organization its culture, its capabilities, and its experiences (both successful and unsuccessful) with change and then conduct the change impact analysis and make a clear case for change, including the reasons why change in people's behavior is needed. The main thrust of the change program follows with a series of tailored interventions that drive change through both formal and informal levers. This should not be a fixed or formulaic methodology but rather one that accelerates success by selecting the most efficient tools and techniques for the specific circumstances of the client organization. At each step, all five of the success factors should be considered. Indeed, they provide a useful checklist. Have you spelled out the impact of the change on people? Have you built both an emotional and a rational case for change? Is your leadership team all the members, yourself included acting as a role model? Are your people \"owning\" and accelerating the change? And how deeply is the new behavior embedded in the fabric of the organization? In today's business environment, change is an imperative. A change management approach such as this can help companies enhance their overall transformation capability, increase the speed of implementation, and improve the probability of success. + strategy+business magazine is published by PwC Strategy& Inc. To subscribe, visit strategy-business.com or call 1-855-869-4862. For more information about Strategy&, visit www.strategyand.pwc.com strategy-business.com facebook.com/strategybusiness http://twitter.com/stratandbiz 101 Park Ave., 18th Floor, New York, NY 10178 Articles published in strategy+business do not necessarily represent the views of PwC Strategy& Inc. or any other member firm of the PwC network. Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase. 2010 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details