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The first step on the path to organizational change may be as simple as asking, “Why do we do it that way?”
A frontline team helped a 100-year-old furniture manufacturer overcome its quality issues—and an ingrained aversion to change.
By changing the mind-sets of its frontline staff, a Fortune 100 company was able to liberate itself from the shackles of information technology.
Good things happen when companies view employees as active advocates and participants of change programs—and not merely as the target of changes delivered from “on high.”
Forcing organizational change from on high rarely works. Corporate transformations work best when leaders identify the relevant issues but then let their frontline workers find the answers.