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.

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.

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

Change Starts Here

You don’t have to be in or near the field of change management long before you hear a daunting statistic: 70% of change initiatives fail. It’s mentioned in passing as a fact in most change management books and articles nowadays. I’ve quoted the statistic myself in presentations, and I’m sure the mention of the number has helped me (and many others) gain business over the years. Google “70% change failure rate,” and you’ll see 1.96 million results.

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Stop Using the Excuse “Organizational Change Is Hard”

Harvard Business

Hughes traces the mythical 70% failure rate back to the 1993 book Reengineering the Corporation , in which authors Michael Hammer and James Champy stated: “our unscientific estimate is that as many as 50 percent to 70 percent of the organizations that undertake a reengineering effort do not achieve the dramatic results they intended.” ” From that point on, Hammer and Champy’s “unscientific estimate” took on a life of its own.

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."

Should You Gamble on Your Company's Leadership?

Harvard Business Review

This motto is vastly more ambitious than the previous one — to educate leaders who "make a decent profit — decently" — and ambition, as Nitin Nohria (now HBS's Dean) and James Champy wrote in The Arc of Ambition , is usually a valuable quality. Harvard Business School's mission is to "educate leaders who make a difference in the world."

Radically Rethinking Health Care Delivery

Harvard Business Review

Jim Champy is a consultant and author. Editor's note: This post is part of a three-week series examining innovation in health care, published in partnership with the Advanced Leadership Initiative at Harvard University.