Change Management

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Solve strife to sell change

August 15, 2017
“I thought about what I had seen as a manager—what worked and didn’t work—and set three objectives for the integration: we’d get past the internal politics, we’d listen to all points of view and we’d make sure our senior folks were visible in all three departments—open and accessible to everyone.”

Start a transformation with a big goal

August 28, 2015
In 2000, Julio Linares became CEO of Spain’s dominant telecom company, Telefónica de España. With the com­pany’s earnings and cash flow in a deep dive, he knew he needed to implement changes immediately.

Pepsi CEO plows ahead amid resistance

July 29, 2015
As a senior executive at Pepsi in 1992, Craig Weatherup realized his company’s core product—cola—was losing its luster. Years of lagging sales indicated that consumers’ interest had peaked and they weren’t going to buy more cola regardless of Pepsi’s marketing efforts …

Is it time to dump some assumptions?

May 7, 2015
Andrew McAfee of MIT’s Sloan School of Management calculates that half of our current jobs will be automated out of existence. So how should leaders respond? Accenture CEO Pierre Nanterme says they need to dump some assumptions.

Apply the FIRE approach to change

April 15, 2015
When leading a change campaign, there’s a sensible way you and your team can withstand forces beyond your control and keep advancing toward your goal.

When just playing defense isn’t enough

December 17, 2014
In October 2008, Fred Tomczyk spent his first month as TD Ameritrade’s CEO under fire. He found himself running the financial services firm amid a punishing global economic crisis. But rather than retreat into survival mode, he decided to overhaul the firm’s business model.

Honeywell’s David Cote drafts top 12 behaviors

October 30, 2014
When David Cote became Honeywell’s CEO in 2002, it was in disarray. And so he listed 12 behaviors that he wanted everyone to follow. He felt that unifying the company around the be­­haviors would work better than articulating vague, hard-to-measure values.

Spot influencers with ‘snowball survey’

July 7, 2014
Many senior executives think they can spot key influencers. But they are often wrong, survey results show. Use a snowball sampling to find out who those people really are.

A ‘CEO factory’ grooms future leaders

June 24, 2014

Can a company grow too big to ­manage? Based in India, Tata Consultancy Services has about 285,000 employees and $11.6 billion in annual revenue. Its CEO, Natarajan Chandra­­sekaran, faces a daunting challenge: main­­tain­­ing the firm’s fast growth without letting it balloon into a bloated mess.

Sowing seeds of trust–slowly

April 3, 2014
After Charalambos Vlachoutsicos advised a private equity fund to invest in a Romanian flour mill, the real challenge began. Suspicious of the mill’s new owners, the Romanian employees worried they’d be laid off. Heeding a Romanian friend’s advice, Vlachoutsicos embraced transparency.
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