Summary |
This is a book about a seemingly narrow issue-creating a high enough sense of urgency among a large enough group of people. That book was based on the analysis of about one hundred efforts in organizations to produce large-scale change: implementing new growth strategies, putting in new IT systems, reorganizing to reduce expenses. Incredibly, we found that in over 70 percent of the situations where substantial changes were clearly needed, either they were not fully launched, or the change efforts failed, or changes where achieved but over budget, late, and with great frustration. Author also found that in about 10 percent of the cases, people achieved more than would have been thought possible. Surprisingly, at least to us, in those 10 a similar formula was used in virtually all instances, a formula author described as eight steps, the first of which war creating a sufficiently high sense of urgency.
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