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A frontline team helped a 100-year-old furniture manufacturer overcome its quality issues—and an ingrained aversion to change.

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By changing the mind-sets of its frontline staff, a Fortune 100 company was able to liberate itself from the shackles of information technology.

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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.”

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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.

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Your strategy may be brilliant, but without the involvement, support, and creativity of your frontline workers, it’s likely to go nowhere fast.

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