The case for real change

Abstract

Purpose

Guidelines for igniting and sustaining a change initiative that will generate competitive advantage.

Design/methodology/approach

As a coach and facilitator of a number of highly successful change efforts, the author has discovered a few key practices can provide leaders with a clear roadmap for guiding a major strategic initiative.

Findings

Based on the author's experience managing many assignments for large corporations, when six conditions for igniting a transformation process are fulfilled, and are coupled with these six requisites of leadership engagement, real change will occur.

Research limitations/implications

As one case indicates, teams that employ the author's approach can become a model for others in their organization.

Practical implications

Effective leaders helping to produce real value for great teams have to go for change selectively, constructively, personally and, above all, credibly.

original/value of paper

A creative look at overcoming the many hurdles involved in implementing change can provide leaders with a clear indicator of whether or not to proceed with a major effort or, instead, to save their credibility and elect to aim at more focused operational improvements.

Citation

Khan, O.S. (2006), "The case for real change", Strategy & Leadership, Vol. 34 No. 1, pp. 32-35. https://doi.org/10.1108/10878570610637867