Breakthrough Blog

Building a Transformation Strategy that Achieves Your Company Vision

By Dr. Dean Anderson October 17, 2017
Usually when leaders think about transformational change, they separate the hard, tangible aspects of the changes required, from the human or cultural aspects. The initial activity in a business transformation is usually oriented to the organizational changes that are going to drive business results. Leaders will focus on the new organizational structure or systems, business processes, or technology and try to, as quickly as possible, identify the design solutions for those changes. Then, once they have designed the solution, they will engage change management professionals or other organizational development professionals to help lower any resistance in the stakeholders and create commitment to the changes.
 

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Stop Playing the "Blame Game" in Your Organization with a Shift in Mindset

By Being First Team September 4, 2017

Achieving breakthrough in business or cultural results requires people operating at higher states of thinking and acting. The mindset and behavior of blaming curtails high performance. Blame culture is the single largest drain of human potential in organizations and will prevent you from achieving the breakthroughs you need to achieve your vision.

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Top Five Best Practices of Executive Sponsorship of Change

By Dr. Linda Ackerman Anderson August 28, 2017

After observing and working with senior sponsors of organizational change for four decades, we have seen the best and the worst. Are you a good sponsor? Are you doing what your change efforts need to be successful and sustainable over time?

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The Power of the Co-Creative Approach to the Big Win

By Being First Team August 14, 2017

Co-creating is a way of thinking and relating with others who are working toward the same outcomes. It is a simple and powerful approach that completely alters the terrain of political mine fields and competition. It's defined as individuals or teams working together across boundaries to do whatever is necessary to achieve WIN-Win-Win outcomes

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CEO Change Sanity: Lead Your Organization’s Strategic Initiatives with an Enterprise Change Agenda

By Dr. Linda Ackerman Anderson April 17, 2017

 

Do you have too much change happening in your organization? Is there too little meaningful oversight and capacity to handle it all well? Are your leaders living in their own siloed worlds and failing to consider the broader organizational repercussions of their change projects? Do you wish you had a sane way to get on top of it all and align your leaders to do what is best for the organization as a whole?

Now you have a way: the Enterprise Change Agenda. This is the most important change leadership system and process you can build into your organization at the top. With all the change happening in organizations today the Enterprise Change Agenda gives CEOs a clear and organized mechanism to get their arms around it all and lead it effectively.  It is a key strategy for ensuring the organizational alignment of change.

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A CEO’s Understanding of Human and Cultural Dynamics during Transformation Is Critical to Success

By Dr. Linda Ackerman Anderson April 3, 2017

Sponsoring transformational change requires you, as CEO, to understand what makes people tick, both what ignites their passion and commitment and what causes them to resist change. It is also imperative to be strategic about the changes required in your organization’s culture—a key factor that will make your change sustain long term.  

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How to Minimize Damaging Organizational Politics during Change

By Dr. Linda Ackerman Anderson March 13, 2017


Large, complex change – especially transformational change – impacts people and processes across boundaries (boundaries of role, function, process, and organization). Organizational transformation demands cross-boundary support among your top executives; this support is a non-negotiable requirement of success.


As CEO, it is your job to create alignment, commitment, and support in your top executive team to ensure they are individually and collectively doing all that is necessary to make your company transformation successful. This is key to your role as the sponsor of this level of change.

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Talk is Cheap! Successful Change Initiatives Depend on an Early and Sustained Employee Engagement and Communication Strategy

By Dr. Linda Ackerman Anderson February 20, 2017

Here is a troubling fact directly impacting the success of change: The people most affected by changes in their organization are not asked what they think will work best to achieve what the organization needs. Many leaders don’t consider asking for input from target group stakeholders when designing or implementing changes. 

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Employee Engagement as a Key Strategy for Change

By Dr. Linda Ackerman Anderson February 6, 2017


Leaders of change initiatives often use strategies for change that announce, mandate, threaten, pressure, or expect people to change because the leaders say so. As a strategy to motivate employees, this does not work, people will likely resist or rebel. Or they may make it look like they are going along and then revert to their old ways. Outside-in change strategies, such as executive mandates, top-down communications, or forcefully imposing new practices cause resistance, fear, and anxiety for people. These conditions do not leave people wanting to change or able to change effectively. 

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Why Change? Great Change Leadership Starts with Your Case for Change

By Dr. Linda Ackerman Anderson January 3, 2017

What is a Case for Change?

When you initiate a change in your organization, your stakeholders and leaders will have questions about what is changing, why it is needed, the scope of the change, its urgency, outcomes, etc. Great change leadership starts with your case for change. Your case for change answers these questions so your impacted stakeholders and leaders can understand the purpose for the change initiative.

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Ensure Employee Commitment to Change Initiatives: Creating Relevance and Meaning

By Dr. Linda Ackerman Anderson December 6, 2016

Most organizations have many change initiatives occurring at once, in all parts of the organization, large and small – all making demands on people. Employees know they are being asked or pressured to change, but they often do not know why in terms that are meaningful to them. This makes it difficult for them to have a personal commitment to change. Leaders often interpret lack of employee commitment as resistance, but it is more likely stakeholders not understanding why the changes are essential to the success of the business, and importance of their role in it. 

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Is Leading Your Organization’s Change Like Herding Cats? Create an Integration Strategy and Alignment

By Dr. Linda Ackerman Anderson December 1, 2016

Photo Credit: Rich Faber          

The absence of an overall initiative alignment and integration strategy results in change being run through multiple, separate, or competing sub-projects. It also results in initiatives being led as independent efforts, even when many may interface or impact one another or the same parts of the organization.This demonstrates a lack of sufficient alignment and integration among all the changes required for an overall change program. Without it, leading transformational change can be more like herding cats.  What is needed is making them all a part of one unified effort with an overall change strategy that integrates outcomes, plans, resources, and pace

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