Employee resistance is a factor in a significant proportion of programs that fail.Ī few core elements of change management are universally recognized: inspirational and effective change leaders to act as role models a change story, with real meaning, to persuade leaders and employees new mind-sets and behavior among employees and the orchestration of change in an expanding, self-sustaining wave throughout the organization. Research suggests that only a third of change-management programs globally achieve their original objectives. Change management is a complex endeavor inspiring multiple perspectives. Domestic experience is limited, and a more effective approach has yet to emerge. But global companies trying to take a page from the usual change-management playbook may struggle in Japan.
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