When the ESC communicates the progress of change programs frequently during the act stage, they are a whopping eight times more likely to succeed. It owns the change program’s overall direction makes critical ongoing decisions, such as approving changes in execution plans, reallocating resources, resolving issues, and reshaping initiatives and holds people accountable for results. The vast majority of successful programs include four such elements: an executive steering committee (ESC), a change-management office (CMO), executive sponsors (ESs), and initiative owners (IOs) and their teams.Īn executive steering committee typically includes the most senior leader and a senior executive team. Research shows that change programs with governance structures clearly identifying roles and responsibilities are 6.4 times more likely to succeed. To see that it does, establish strong governance, scale up initiatives appropriately, and monitor and adjust them as needed. But don’t assume it will continue throughout the act stage. The previous stages of our five-stage program will give employees a significant degree of ownership. To ensure that plans developed in the previous stage ( architect) stay on track and evolve when necessary, leaders must give employees a sense of ownership in the process, as well as the energy needed to change. 1 The five stages, and the questions that must be answered in each of them, are aspire: Where do we want to go? assess: How ready are we to go there? architect: What must we do to get there? act: How do we manage the journey? and advance: How do we continue to improve? This article focuses on the fourth: act. Leaders who follow the transformation methodology explained in our new book, Beyond Performance 2.0, take companies through what we call the five stages of performance and health. This fourth article discusses how to generate ownership and energy for success.Ĭhange is a journey, and few journeys go according to plan. The second, “ Getting personal about change,” provides an in-depth look into the mind-set shifts required for generating meaningful change. The third, “ The forgotten step in leading large-scale change,” examines the most often neglected stage of the change process. “ A better way to lead large-scale change,” the first article in the series, explains how and why the authors’ approach works. In Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change (John Wiley & Sons, 2019), McKinsey’s Scott Keller and Bill Schaninger draw on their long experience, and the most comprehensive research effort of its kind, to provide a practical, proven guide for executives managing corporate transformations.
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