Seven Deadly Sins of Strategic Change
Ron Kingen and Pat Wilkerson published in Wiley's Global Business and Organization Excellence Journal Jan/Feb 2011.
Based on their experience and research, Ron and Pat identified significant problems organizations make when trying to implement strategic change on a long-term basis.
Despite the best of intentions, efforts to improve organizational performance do not always pan out. This article gives examples and shows how, in their pursuit of excellence in an often-challenging environment, even the most respected organizations are tempted to commit one or more of the seven deadly sins of strategic change. They are: forgetting about value for the customer, focusing solely on greater profits or market share, treating improvements as “just another program,” neglecting to make continual improvement and learning part of the corporate culture, lacking discipline in the pursuit of growth, favoring training over application, and losing constancy of purpose. Being aware of these pitfalls is the first step in avoiding them, so organizational improvement efforts can stay on the right path to success.
Seven Deadly Sins of Strategic Change:
- Forgetting about Value for the Customer
- Focusing solely on Greater Profits or Market Share
- Treating Improvement as "Just Another Program"
- Neglecting to Make Continual Improvement and Learning Part of the Corporate Culture
- Lack of Discipline in the Pursuit of Growth
- Favoring Training over Application
- Losing Constancy of Purpose