Leading: Sharing Accountability

Leading Blog

James Champy and Nitin Nohria cautioned us not to assume that no one else on the premises can match our own ambition, competence, and vision. Uncertainty necessitates the need for finding more wisdom within our organizations. This can only be accomplished by creating a leadership mindset throughout the entire organization. It is shared accountability. Any leader that thinks that they can do it alone is indulging their own ego.

Add Women, Get Smarter: What’s the Deal with Social Sensitivity?

First Friday Book Synopsis

Harvard Business Review Jean Lipman-Blumen Jim Champy Linda L. Here is an excerpt from an article written by Melissa J. Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business. Visit us daily to discover issues that matter, share experiences, and plan networking, your career and your life.” To read the complete article, [.]. Bob's blog entries Add Women Alice H.

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It’s Time to Abolish the 70% Change Failure Rate Statistic

Change Starts Here

In 2011, Mark Hughes of the University of Brighton wrote about his research into the source of the statistic in The Journal of Change Management: Do 70 per cent of all organizational change initiatives really fail?

Stop Using the Excuse “Organizational Change Is Hard”

Harvard Business Review

Most experts, for example, state that 70% of change efforts fail, but a 2011 study in the Journal of Change Management , led by the University of Brighton researcher Mark Hughes found that there is no empirical evidence to support this statistic. ” From that point on, Hammer and Champy’s “unscientific estimate” took on a life of its own. During nearly every discussion about organizational change, someone makes the obvious assertion that “change is hard.”

The Soft Things that Make Mergers Hard

Harvard Business Review

As Jim Champy says of major organization change, "One of the things I always look for is the appetite for change. Numerous commentators have targeted culture and "soft" interpersonal issues as an important contributor of M&A success or failure. While many analyses of failed mergers and other collaborations blame cultural differences, it is possible to be even more specific. What is needed is a mental model to frame the otherwise vague label of "culture."