By George L. Roth, Anthony J. DiBella (auth.)
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Extra info for Systemic Change Management: The Five Capabilities for Improving Enterprises
Although scholars began to systematically study planned organizational change in the 1930s, the low success rate illustrates the lack of robust theories and associated practices that managers should follow. Change within Organizations and Change across Organizations We know that organizations need to change and some do so successfully. For that reason much of the research on change focuses on the specific experiences of individual organizations. Time and logistical constraints on researchers and practitioners also promote what might be called a spotlight or laser-beam view of change.
Over time, the cause and impact of ineffective organizational change management has become obscured and confused. It should not be a surprise, therefore, to see executives resorting to outlandish efforts. For example, some years back, to help focus his leadership team, Logitech’s cofounder and vice chairman hired a management consultant, Ray Mebert. Mebert cited studies on the value of mission statements as a method to promote change and led exercises to craft one for Logitech’s New Ventures Group.
Management had to hire one-fifth more workers than needed because of worker absenteeism. 12 The UAW, for its part, did not want to be in a Japanese plant. 13 From Worst to Best Toyota reopened the former GM plant as NUMMI with one production line in 1984. 14 Toyota contributed 30 to 35 managers assigned to the plant for three to five years, while GM contributed 16. NUMMI hired former GM employees who were UAW members and trained them in Toyota’s production methods. In two years, NUMMI became more productive than any GM plant and one of the best performing automotive plants in North America.