Many people have told me they prefer an “evolutionary approach” to organizational change—not a revolution. Sometimes, of course, this is an excuse for not changing much at all other than some titles and names for processes. But often, it’s actually a genuine belief. And I worry about this approach more and more.
Read about an evolutionary vs. revolutionary approachWe often implement “fixes” to improve value delivery and then fail to evaluate and discard the ones that don’t work. Because of the costs involved in change initiatives, there’s a very human tendency to avoid revisiting earlier decisions. Let’s examine why that happens.
Read part one of four things preventing value deliveryWe often implement “fixes” to improve value delivery and then fail to evaluate and discard the ones that don’t work. Because of the costs involved in change initiatives, there’s a very human tendency to avoid revisiting earlier decisions. Let’s examine why that happens.
Read part two of four things preventing value deliveryWe often implement “fixes” to improve value delivery and then fail to evaluate and discard the ones that don’t work. Because of the costs involved in change initiatives, there’s a very human tendency to avoid revisiting earlier decisions. Let’s examine why that happens.
Read part three of four things preventing value deliveryWe often implement “fixes” to improve value delivery and then fail to evaluate and discard the ones that don’t work. Because of the costs involved in change initiatives, there’s a very human tendency to avoid revisiting earlier decisions. Let’s examine why that happens.
Read part four of four things preventing value delivery