Companies with strong implementation capabilities see greater financial benefits from change efforts and report higher rates of success. The survey found that companies identified as "good implementers", those in the top quartile of implementation capabilities, sustained more post-change financial value than others. Good implementers excel at organization-wide commitment to change and planning for sustainability of changes. They also report stronger performance on practices like continuous improvement and program management. As a result, good implementers are more likely to achieve financial benefits from changes years later and have an overall higher rate of successful change efforts.
Change Management for e‐Governance Projects
Department of Administrative Reforms & Public Grievances
Ministry of Personnel, Public Grievances and Pensions
Government of India
Change Management for e‐Governance Projects
Department of Administrative Reforms & Public Grievances
Ministry of Personnel, Public Grievances and Pensions
Government of India
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
covers OD Objectives ,strategy and OD Interventions( covering all the models of Interventions) , Organisational change( Types of Change; Process of change, Models, Change agent
Thanks to all my readers. It gives boost when I get calls from my readers and am always happy to revert back to my followers and readers. I am sorry if I am unable to reply to all the e-mails due to my busy schedule.
Contact me for any type of assignments help(nominal charges).
Thanks and Regards,
Er. Bhavi Bhatia
e-mail: bhavi.bhatia.411@gmail.com
Phone: +91-9779703714, +91-9814614666
covers OD Objectives ,strategy and OD Interventions( covering all the models of Interventions) , Organisational change( Types of Change; Process of change, Models, Change agent
LinkedIn Executive Summit in Munich: Digital Transformation @ ScaleLinkedIn D-A-CH
presented by Karel Dörner (McKinsey) at the LinkedIn Executive Summit in Munich, Sept 8. Fur further questions please reach out via http://bit.ly/KontaktLNKD. Thank you and we are looking forward to seeing you soon again.
Why do companies need to manage the entire customer experience? New analysis reveals that the entire customer journey - the series of interactions with a brand - is more important than any single touchpoint experience. Leading companies identify and effectively manage a few "key journeys." When companies perfect managing the entire customer journey, they reap significant benefits—including enhanced customer and employee satisfaction, reduced customer churn, increased revenue, lower costs, improved organizational collaboration, and competitive advantage. Presented at the Harvard Business Review webinar. For more on customer decision journeys: http://mckinseyonmarketingandsales.com/topics/customer-decision-journey
What does the future look like? Is it a dark space where we’re suffering from varying degrees of techamphetamine or are we heading towards a Utopian fantasy of abundance and harmony?
Understanding that our basic human needs and wants barely change, we explore the future state of a range of topics; from our need for physical sustenance through to our age-long fascination of transcending the limitations of our biology.
Looking at the future from a human perspective, our potential for greatness is teetering on a fine line between darkness and hope. We’re banking on the latter.
WTF - Why the Future Is Up to Us - pptx versionTim O'Reilly
This is the talk I gave January 12, 2017 at the G20/OECD Conference on the Digital Future in Berlin. I talk about fitness landscapes as applied to technology and business, the role of unchecked financialization in the state of our politics and economy, and why technology really wants to create jobs, not destroy them. (There is a separate PDF version, but some readers said the notes were too fuzzy to read.)
1. Change in Organizations2. Planned Change Strategies3. Res.docxblondellchancy
1. Change in Organizations
2. Planned Change Strategies
3. Resistance to Change
4. High Performance Context of OB
5. KEY OF HIGH PERFORMANCE ORGANIZATIONS
6. Creating a High Performance Organization
7. Stages of Group Development
8. Input Foundations of Group Effectiveness
9. Team Building: Improving Team Processes
10. Managing Conflict
OUTLINE
1
Change in Organizations
Unplanned change occurs spontaneously and without a change agent’s direction example: employees strike> action: act quickly to minimize any negative consequences
Planned change is intentional and occurs with a change agent’s direction. Example: new manager approach new technology to rise the org. performance and quality.
1.19 its recognized that they are highly intertwined in the workplace. Changes in any one are likely to require or involve changes in others example:
phases of planned change:
Unfreezing: situation is prepared for change
Example: people who are always on alert of the change process.
Changing: specific actions are taken to create change
Example: people, tasks, structure, or technology of the organization
Refreezing: changes are reinforced and stabilized
Explanation: Designed to maintain the momentum of a change and allows for modifications to be made in the change to increase its success over time.
2
Planned Change Strategies
Force– coercion strategy: uses authority, rewards and punishments to create change.
Rational persuasion strategy: uses facts, special knowledge, and rational argument to create change.
Shared-power strategy: uses participatory methods and emphasizes common values to create change.
3
Resistance to Change
“Its an attitude or behavior that shows unwillingness to make or support a change.”
EIGHT REASONS FOR RESISTING CHANGE:
1. Fear of the unknown
2. Lack of good information
3. Fear for loss of security
4. No reasons to change
5. Fear for loss of power
6. Lack of resources
7. Bad timing
8. Habit
Example: org. planing to change current computers, they may believe that they havebeen doing their jobs just fine and do not need the new computers to improve
things
NEXT HOW TO DEAL WITH RESISTANCE
4
Resistance to Change
5
High Performance Context of OB
1. CHANGING CUSTOMER EXPECTATIONS
Total quality management: is total commitment to high quality results, continuous improvement, and meeting customer needs.
Continuous improvement: is the belief that anything and everything done in the workplace should be continually improved.
Upside-down diagram view.
Customers & clients at the top of organization.
Workers directly affect customers & clients.
Team leaders & mid. managers directly support workers.
Top managers clarify mission &objectives, set strategies, & make resources available.
6
High Performance Context of OB
2. CHANGING WORKFORCE
Generation X workers: “important workforce characteristics”:
impact of workers those born 1965-1977
”high level of skills & abilities for functioning well in challenging jobs &work settings”.
.
Why Do We Need Strong Change Management in the Way We Look at Remote Work Pol...Qandle
A systematic strategy for dealing with the shift or transformation of corporate goals, fundamental values, procedures, or technology is known as change management.
This survey was developed by the Burson-Marsteller EMEA Change Communications Practice and conducted by Penn Schoen Berland. Respondents count 483 HR and
communications decision makers across 10 European markets, including UK, France, Germany, Italy, Spain, Switzerland, Norway, Finland, Sweden, and Denmark.
The survey identifies key drivers and barriers to successful handling of strategic change
Processes, which types of strategic changes companies have experienced in the past five years and which strategic changes they expect to see in the years to come.
The following presentation presents the findings of the survey. The different cultural backgrounds of the respondents can have affected the answers – this has not been taken into consideration in the presentation of the results.
1
2
Purpose Statement
The primary objective of this internal business proposal is to give guidelines and recommendations on how to implement an effective upper-level management transition and adjustments without hurting or demoralizing other stakeholders in the organization. It is common practice for organizations to implement some top-level management realignment to help achieve predetermined goals, including increasing performance or avoiding the cost of recruiting employees from outside the organization. However, such changes are bound to elicit and attract divergent reactions from other employees and customers of the organization. Some employees will feel motivated while others will be repugnant to such realignment, and by extension, customers will also display diverse reactions. To this end, some well-defined guidelines have to be adopted and implemented by the organization to provide a clear pathway of carrying out top-level management transition without hurting other stakeholders. To this effect, this internal business proposal will seek to provide solutions to potential problems that come with top-level management restructuring.
Problem Statement
Transition and adjustment of top-level management often generate mixed results for the organization. More often than not, the affected stakeholders, such as employees and customers, will either feel motivated or discouraged by the changes (Blazhennyi, 2021). Either way, upper-level management transition is bound to affect the normal operations of the business. For instance, the organization's productivity will be affected either positively or negatively depending on the reactions and responses of the stakeholders. Similarly, employees' satisfactions and customer importance are likely to change, thus impacting the business's operations. Statistics have indicated that upper-level management restructuring will often lead to a decrease in the company's productivity. The relationship between productivity and transition in the top-level management is presented in the graph below, which plots productivity against some change.
The graph conspicuously reveals that as the number of transitions increases, productivity drops. For instance, when the number of transitions increases from 2 to 5, productivity drops by 0.3.
Data and Research Findings
The data used in this internal business proposal was collected by using questionnaires. The questionnaires were prepared to get information about the effects of the top-level management transition on the performance of the business. Various metrics were used to help gather meaningful data about transition effects. Such metrics were: Cost of the making internal management restructuring, employees 'satisfaction, the quality and efficiency issues, and customer’s importance. The questionnaire used a scale with values ranging from 1-5. A response of 1 indicated that the effects of upper-level management transition have an almost negligible impact on the ...
1
2
Purpose Statement
The primary objective of this internal business proposal is to give guidelines and recommendations on how to implement an effective upper-level management transition and adjustments without hurting or demoralizing other stakeholders in the organization. It is common practice for organizations to implement some top-level management realignment to help achieve predetermined goals, including increasing performance or avoiding the cost of recruiting employees from outside the organization. However, such changes are bound to elicit and attract divergent reactions from other employees and customers of the organization. Some employees will feel motivated while others will be repugnant to such realignment, and by extension, customers will also display diverse reactions. To this end, some well-defined guidelines have to be adopted and implemented by the organization to provide a clear pathway of carrying out top-level management transition without hurting other stakeholders. To this effect, this internal business proposal will seek to provide solutions to potential problems that come with top-level management restructuring.
Problem Statement
Transition and adjustment of top-level management often generate mixed results for the organization. More often than not, the affected stakeholders, such as employees and customers, will either feel motivated or discouraged by the changes (Blazhennyi, 2021). Either way, upper-level management transition is bound to affect the normal operations of the business. For instance, the organization's productivity will be affected either positively or negatively depending on the reactions and responses of the stakeholders. Similarly, employees' satisfactions and customer importance are likely to change, thus impacting the business's operations. Statistics have indicated that upper-level management restructuring will often lead to a decrease in the company's productivity. The relationship between productivity and transition in the top-level management is presented in the graph below, which plots productivity against some change.
The graph conspicuously reveals that as the number of transitions increases, productivity drops. For instance, when the number of transitions increases from 2 to 5, productivity drops by 0.3.
Data and Research Findings
The data used in this internal business proposal was collected by using questionnaires. The questionnaires were prepared to get information about the effects of the top-level management transition on the performance of the business. Various metrics were used to help gather meaningful data about transition effects. Such metrics were: Cost of the making internal management restructuring, employees 'satisfaction, the quality and efficiency issues, and customer’s importance. The questionnaire used a scale with values ranging from 1-5. A response of 1 indicated that the effects of upper-level management transition have an almost negligible impact on the ...
1 Kaplan University School of Health Sciences HI2.docxSONU61709
1
Kaplan University School of Health Sciences
HI215 Unit 7 Assignment
Home Health Comparison
Unit outcomes addressed in this Assignment:
Understand the various data sets utilized in the payment for post-acute care
Course outcome assessed/addressed in this Assignment:
HI215-2: Examine the reimbursement processes of different health insurance plans.
Instructions:
Go to the CMS.gov Home Health Compare website at:
http://www.medicare.gov/HomeHealthCompare/search.aspx
Source: Home Health Compare. Medicare.gov. Retrieved from
http://www.medicare.gov/HomeHealthCompare/search.aspx
Explore the site including the green link “About the Data” and the blue side bars “Home
Health Spotlight” and “Additional Information” and answer the following questions:
o List a way in which “Home Health Compare” can be utilized;
o What is the difference between “process” and “outcome” care measures?
o What are the current data collection periods for the home health available
measures?
o What is the data source for the majority of the process and outcome measures?
o How is the data collected?
o What is meant by the term “risk adjusted” as it relates to outcome measures?
o Review the Medicare coverage for Home Health. What are the typical services
covered and not covered?
o What is the HHABN and how it is utilized?
Conduct a search for a home health agency in your state by using the “find a Home
Health Agency” search box. Narrow your search by using the “Modify Your Results” if you
choose.
Choose three agencies to compare and click “compare now.”
o What type of services are provided? Are there any services not provided?
o Write a 2-–3 paragraph summary of the results of the “Quality of Patient Care”
results for your three agencies. Include the following:
Provide an explanation of the data and why the information is important
for the selected measures.
2
How your selected agencies compare to the state and national averages
for the selected measures.
Why is preventing unplanned hospital care important?
Requirements
Provide the answers to the questions and your 2–3 paragraph summary in a Word
document submitted to the Unit 7 Dropbox.
Please be sure to download the file “Writing Center Resources” from Doc Sharing to assist you
with meeting APA expectations for written Assignments.
Submitting Your Work
Put your responses in a Microsoft Word document. Save it in a location and with the proper
naming convention: username-CourseName-section-Unit 7_Assignment.doc (username is your
Kaplan username, section is your course section, 7 is your Unit number). When you are ready to
submit it, go to the Dropbox and complete the steps below:
1. Click the link that says “Submit an Assignment.”
2. In the “Submit to Basket” menu, select Unit 7: Assignment.
3. In the “Comments” field, make sure to add at least the title of your paper.
4. Click the “Add Atta ...
Organizational Change Management and CommunicationsEnamul Haque
OCM explained - Organizations are almost always in a state of change, whether the change is continuous or episodic. The Change Management and Communications Plan includes a strategy and framework to effectively engage stakeholders and communicate changes necessary across the transformation areas to achieve the desired results and sustain the benefits of the effort.
Organizational Development (OD) interventions refer to a set of planned and systematic activities intended to improve an organization's effectiveness and health. The application of OD interventions is crucial to ensure that an organization can adapt to changes in the internal and external environment. There are various types of OD interventions that organizations can apply, such as team building activities, leadership workshops, culture change programs, and performance management systems.
Team building activities are useful in developing and improving interpersonal relationships within teams, while leadership workshops aim to enhance the leadership skills of managers to effectively guide their teams. Culture change programs are effective in facilitating organizational change, while performance management systems help align individual efforts with organizational goals.
Overall, OD interventions are essential in ensuring that an organization continuously improves and adapts to changes in the environment. Therefore, organizations should prioritize the application of OD interventions to enhance their performance, productivity, and overall effectiveness.
Page 1Question 1. 1. (TCO All) For the next set of questions ,.docxalfred4lewis58146
Page 1
Question 1. 1. (TCO All) For the next set of questions , you will first select ONE of the TCOs of the course. Then, you will be asked to write an essay about the project you worked on this term over your two companies’ change program based on the TCO you selected above. Select the TCO your essay question will cover:
TCO A - Given that progressive and successful companies require their employees to embrace change, examine how changing work conditions impact the employees.
TCO B - Given the inherent reality that all organizations must experience change in order to improve, demonstrate how “models” are used in Change Management, for diagnosing an organization’s need for change.
TCO C - Given external, internal and/or multi-levels of organization factors that drive change, assess and create a leadership model which supports and promotes each type of change within the organization.
TCO D - Given that an organization’s mission and vision will determine its strategy towards change, ensure that an organization’s change initiative is aligned with and capitalizes on its culture and mission in preparation for change.
TCO E - Given a selected Change Management implementation “model”, determine the causes of change and develop a plan of action to implement the change.
TCO F - Given that both organizations and their employees commonly resist change, understand how to recognize and overcome barriers to change and develop a strategy to manage resistance to change that will ensure successful implementation of change.
TCO G - Given that developing a “vision for change” and communicating that “vision” is a critical part of the change process, analyze the key elements of the “vision for change” and develop a strategy to communicate the change to the stakeholder.
TCO H - Given the organization’s goal of creating and implementing a sustainable change while moving toward becoming a “learning” organization, develop a plan to implement change in a sustainable manner that can be applied to any change.
Using the TCO you selected from the list above, which you felt was most relevant to your project this term, write an essay answer explaining how the change management you saw in one of your companies from your project this term followed or failed to follow the theory of success ingrained in the TCO you have selected.
State the #1 thing you think that company’s change agent did which most contributed to the success or failure of the change and why that relates to the TCO you selected.
· Include in the answer the name of the company you are discussing.
· Explain/analyze why you think this way.
(Points : 35)
Question 2. 2. (TCOs A, E) Your project this term asked you to compare and contrast two companies’ change projects or programs for change. This question will review what you learned about the change projects in a continuation of your project. It will ask you to apply course information to your project companies. For your answer, be sure to refe.
Similar to McKinsey - Implementing change with_impact_final (20)
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
1. When it comes to large-scale change, the companies with the most developed
implementation capabilities see clear financial benefits as a result of their change efforts.
They also report a higher overall rate of success.
Executives say that implementation is the most important stage of any major
change effort. And according to the results of our latest McKinsey survey on these
efforts,1
the companies with the strongest capabilities to implement these changes sustain
more postchange financial value than all others do.
The survey asked respondents about their experience with major change efforts, their
companies’ approaches to and past performance of large-scale changes, and the implementation
capabilities that their companies do (and don’t) possess. Compared with all others, exec-
utives at the “good implementers” rate their companies in the highest quartile on seven key
implementation capabilities that we have identified, based on our experience and other
work, as most critical to successful change efforts.2
The results confirm that these capabilities,
including organization-wide commitment to change and planning ahead so changes are
sustainable, have the most bearing on an effort’s outcome. Executives at good-implementer
companies also report stronger performance on the specific internal practices that underlie
the key implementation capabilities. The resulting benefits reported by good-implementer
respondents include more continued financial value from the changes two years after
they were made, as well as stronger overall financial performance relative to their competitors.
They are also much likelier to report a higher overall rate of success for their change efforts.
1
The online survey was in the
field from January 14 to
January 24, 2014, and garnered
responses from 2,079 execu-
tives representing the full range
of regions, industries, com-
pany sizes, functional specialties,
and tenures. The total results
reported in this survey also
include responses from an addi-
tional 151 global executives,
who were surveyed at an earlier
date. To adjust for differences in
response rates, the data are
weighted by the contribution of
each respondent’s nation to
global GDP.
2
For more information on
McKinsey Implementation and
their work, see mckinsey.com/
client_service/implementation.
Implementing change with impact
McKinsey Global Survey results
Jean-FrançoisMartin
2. 2 Implementing change with impactMcKinsey Global Survey results
The fundamentals of change
Companies frequently embark on major change efforts to adjust course, achieve step changes
in their performance, and set themselves up for success throughout the business cycle. Of
the change efforts their companies have undergone in the past five years, less than half of all
respondents say most or all of these efforts have met their initial goals and that the results
have been sustainable over time. According to executives, the key to an effort’s success or failure
is commitment to change—or the lack thereof. When asked about company efforts that met
their goals and those that did not, executives most often cite organization-wide ownership of
and commitment to change as a capability responsible for either outcome (Exhibit 1).
Exhibit 1
Ownership of and commitment to change have the greatest bearing
on a major change effort’s outcome.
Survey 2014
Implementation
Exhibit 1 of 5
Ownership of and commitment to change have the greatest
bearing on a major change effort’s outcome.
% of respondents,1 n = 2,230
Factors most responsible for change
outcomes, past 5 years
Unsuccessful change effortsSuccessful change efforts
1Respondents who answered “don’t know” are not shown.
Clear, organization-wide ownership
and commitment to change across
all levels of the organization
Continuous improvements during
implementation and rapid action to devise
alternate plans, if needed
Ability to focus organization on a
prioritized set of changes
Sufficient resources and capabilities
to execute changes
Planning from day 1 for the long-term
sustainability of changes
Effective program management and
use of standard change processes
Clear accountability for specific
actions during implementation
67
53
48
47
39
32
30
65
44
46
50
29
36
31
3. 3 Implementing change with impactMcKinsey Global Survey results
For consumer-facing companies, resources are another particularly important driver: 43 percent
of these respondents attribute successful change efforts to sufficient resources and capabil-
ities to execute changes, compared with 34 percent of their B2B peers. For failed efforts, half
say insufficient resources were to blame; just 40 percent of B2B executives say the same.
Comparing the four stages of a change effort—setup, piloting, implementation, and sustaining
changes—the largest share (36 percent) says implementation is the most important to get right.
What it takes to be ‘good’
Given the critical role that implementation plays in change, we sought a better understanding
of the related capabilities and practices where companies are strongest—and what the best
implementers do differently. On the specific implementation practices, executives are most
bullish about their companies’ ability to develop standard operating procedures and to
assess employees against their individual goals (Exhibit 2). They say their companies falter
most in conducting effective meetings, having processes in place to identify problems,
and giving employees effective feedback.
Exhibit 2
Companies are best at using standardized procedures and assessing
employees; many lack effective problem-solving processes and meetings.
Survey 2014
Implementation
Exhibit 2 of 5
Companies are best at using standardized procedures and
assessing employees; many lack effective problem-solving
processes and meetings.
% of respondents,1 n = 2,230
Extent to which respondents agree that practices
describe their organizations
Top 3
(of 16)
Bottom 3
(of 16)
1Respondents who answered “don’t know/not applicable” are not shown, so figures may not sum to 100%.
My company develops and uses standard
operating procedures
24 53 18 4
Employees are regularly assessed against
their individual goals and targets
24 47 22 5
Leaders conduct regular performance
discussions with their teams
19 50 22 8
Employees at all levels receive
effective feedback
11 42 33 14
Processes are in place for quickly identifying
issues or problems, the root causes of those
issues, and solutions to those root causes
11 41 36 12
Employees conduct effective meetings 8 43 35 13
Strongly
agree
Somewhat
agree
Somewhat
disagree
Strongly
disagree
4. 4 Implementing change with impactMcKinsey Global Survey results
In the survey, we looked at the seven core implementation capabilities that these practices
support and identified companies that are “good implementers”—that is, where respondents
scored their companies’ performance on the capabilities in the top quartile (Exhibit 3).
Among the good implementers, respondents are most likely to report strong organization-wide
ownership of and commitment to change: their average score is 3.6 (out of 4),3
which is
about 1.8 times as high as the bottom implementers’ score. Relative to bottom-quartile compa-
nies, they also excel at making continuous improvements, planning to sustain changes,
and performance and program management.
Exhibit 3
The companies that best execute organizational changes possess the
strongest core capabilities for implementation.
Survey 2014
Implementation
Exhibit 3 of 5
The companies that best execute organizational changes possess
the strongest core capabilities for implementation.
Average capability score,1 out of 4, n = 563
Key capabilities for implementing
major change efforts
Strength of good-implementer
scores, relative to bottom-
quartile organizations
1Respondents were asked to evaluate statements about their organizational best practices and capabilities
on a scale of 1 (“strongly disagree”) to 4 (“strongly agree”).
Clear, organization-wide ownership
and commitment to change across
all levels of the organization
Continuous improvements during
implementation and rapid action to devise
alternate plans, if needed
Ability to focus organization on a
prioritized set of changes
Sufficient resources and capabilities
to execute changes
Planning from day 1 for the long-term
sustainability of changes
Effective program management and
use of standard change processes
Clear accountability for specific
actions during implementation
3.60
3.50
3.40
3.30
3.30
3.20
3.20
1.79x
1.72x
1.95x
1.85x
1.79x
2.01x
1.79x
3
Respondents were asked to
evaluate statements about their
organizational best prac-
tices and capabilities on a scale
of 1 (“strongly disagree”) to
4 (“strongly agree”).
5. 5 Implementing change with impactMcKinsey Global Survey results
Reaping the rewards of good implementation
Taken together, the results suggest a link between capabilities and financial value. According
to executives at the good implementers, their companies are much likelier to obtain financial
benefits two years after their change efforts have ended. The good implementers report better
overall financial performance at their companies, compared with competitors. And they
also say their companies deliver successful change efforts at a higher rate (Exhibit 4).
While major change efforts can deliver a wide range of improvements, many executives say
their companies are ill equipped to translate change into sustainable financial results.
Typically, companies approach change efforts by starting with a range of potential ideas for
improvement and then narrow the scope to the highest-priority changes that are targeted
for implementation. Over the course of a change effort, all companies lose value at each stage
(identification of ideas, prioritization, implementation, and sustaining changes).
Exhibit 4
One benefit of good implementation is a higher overall rate of
successful change efforts.
Survey 2014
Implementation
Exhibit 4 of 5
One benefit of good implementation is a higher overall rate of
successful change efforts.
% of respondents
Attempted change efforts that met all or
most objectives, past 5 years
Good-implementer organizations,
n = 563
Second-quartile organizations,
n = 547
Third-quartile organizations,
n = 553
Bottom-quartile organizations,
n = 567
76
51
32
16
4.75x
6. 6 Implementing change with impactMcKinsey Global Survey results
Compared with their peers in the bottom quartile, executives at the good-implementer
companies say twice as many of the changes and opportunities they prioritized for implemen-
tation were actually implemented and achieved measurable financial benefits that were
sustained after two years (Exhibit 5). Still, the loss of measurable financial value from change
efforts (and during implementation) is a common issue across many companies.
Exhibit 5
The ‘good implementers’ retain more value than their peers at every
stage of implementation.
Survey 2014
Implementation
Exhibit 5 of 5
The ‘good implementers’ retain more value than their peers at
every stage of implementation.
Proportion of opportunities that good-implementer companies retain at each
stage of implementation, relative to bottom-quartile companies
All opportunities
identified during a
change effort
Opportunities
that were
prioritized and
implemented
1.4x
Total opportunities
that were
sustained after
2 years
2.0x
Opportunities that
achieved financial
benefits and
were sustained
1.3x
Opportunities
that were
implemented
and achieved
measurable
financial benefits
1.1x× × =