Insights
By observing a few very simple features of a heartbeat, we learn a lot about Organizational Change Management (OCM) as well as some of the difficulties that make it elusive for so many organizations.
The "blankie" is the plague of American corporate performance. Bloated performance management — hyperactive metrics, measurement, analytics — is killing corporate performance, profitability, and prospective.
Agent 4 (A4) — The Change Minimizer. A4 is like Agent 1 in that they are opposed to change. The difference is that A4 is stealthier about their opposition.
Agent 3 (A3) — The Change Optimizer. Like Agent 2, A3 wants to promote change. However, A3 is focused on ensuring positive outcome of change.
Agent 2 (A2) — The Pro-Change or Hyper-Change Agent. Unlike Agent 1, A2 loves change and will seek it at any cost. A2 is an early adopter and is often the first to own whatever the latest whatever is.
Why do most change efforts of any substance within organizations fail? The answer lies in understanding the "agents of change" — everyone in a change environment is one.
In the business/corporate sphere, whether Vision precedes Strategy or vice versa has an outcome with decided consequence on Strategic Planning effectiveness and impact potential.
Strategic Productivity is not normally prevalent in business. Productivity is often used interchangeably with competitiveness — but they are not the same thing.
