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ARTICLES

CEO's Role in Leading Transformation. Carolyn B. Aiken and Scott. P. The McKinsey Quarterly, Web exclusive, January 2007. #14034
The CEO helps a transformation succeed by communicating its significance, modeling the desired changes, building a strong top team, and getting personally involved.

Changing the way we change. Richard Pascale et al. Harvard Business Review, November - December 1997. #13165
The problem with many change programs isn't the programs themselves. It's that too few people, at every level, really support the initiative with their hearts and minds. How leaders at Sears, Shell, and the U.S. Army transformed attitudes and behavior - and made the changes stick.

Hard side of change management. Harold L. Sirkin et al. Harvard Business Review, 83:10. October 2005. #11726
Companies must pay as much attention to the hard side of change management as they do to the soft aspects. By rigorously focusing on four critical elements, they can stack the odds in favor of success.

IBM Global CEO Study – The Enterprise of the Future. Executive Summary. IBM Global Business Services, 2008. Link
What will the enterprise of the future be like? What will your business look like in five years, or even ten? The biggest finding, according to this study: Organizations are bombarded by change, and many are struggling. The IBM Global CEO Study sheds light on what the future may hold. Only those organizations that understand and prepare to address the new realities of the integrated market will be able to harvest its full potential.

Leading Clever People. Rob Goffee and Gareth Jones. Harvard Business Review, 85:3. March 2007. #6224
When a change is desired, how do you manage people who don't want to be led and may be smarter than you?

Psychology of change management. Emily Lawson and Colin Price. McKinsey Quarterly, no. 2. 2003. #5441
Companies can transform the attitudes and behavior of their employees by applying psychological breakthroughs that explain why people think and act as they do.

Quest for resilience. Gary Hamel and Liisa Valikangas. Harvard Business Review, 81:19. September 2003. #6246
Strategic resilience is about anticipating and adjusting to trends - and having the capacity to change before the case for change becomes desperate.

What Leaders Really Do. John Kotter. Harvard Business Review, December 2001. #12449
They don't make plans, they don't solve problems, they don't even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it.

Your company's secret change agents. Richard Tanner Pascale and Jerry Sternin. Harvard Business Review, 83:5. May 2005. #10788
Change from within is a surefire way to bring isolated success strategies into your company’s mainstream. Generate the grassroots enthusiasm essential to drive enduring transformation by identifying your organization’s positive deviants: people who are already doing things in radically different—and better—ways.

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