Sets a vision, communicates the vision, and owns the vision. Stakeholders are aware and engaged.
Top management is willing to listen to new ideas and issues with implementation.
Top management recognizes the need to change and owns it. Communicates it to all stakeholders
Critical goals remain a priority and are not trade offs with crisis of the day
Metrics are clear, communicated to all responsible levels and reviewed on a regular basis.
Reviews and compensation tied to change initiatives as well as day to day activity.
Change initiatives and strategy are not part of incentive plans.
No clear definition of how the organization will measure success.
Strategy and critical path goals are frequently changed with the "flavor of the day"
Top down communications. Little input, doesn't foster engagement.
Unwilling to commit to a plan or direction for fear of missing "opportunities."
Developed by select group with little input. Group often defers to owner or CEO. Lacks fresh input
Probably half of strategy development and change management initiatives begin this way! Lack of commitment and ownership from the beginning.
Between Success & Failure in change management
and strategy execution
The other way
Reason for change or strategy development
Check a box
Not so much
Free & open
Clear & usable
Tied to change
Business as usual
All are accountable for execution equally beginniing at the top management level
Top management delegates execution with few reviews and selective accountability.