You Don’t Have to Be the Boss to Change How Your Company Works

Harvard Business Review

Convincing a Google-sized workforce not to resist his ideas, let alone embrace his initiatives, was a huge challenge for Brian—who was not the boss, didn’t lead a huge coalition among those he was trying to influence, and couldn’t horse trade to compel their cooperation. It’s no surprise that people resist organizational change—they are overworked and overburdened, and simply don’t have the bandwidth to embrace change.