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The seven deadly sins of strategic change
Author(s) -
Kingen Ron,
Wilkerson Patrick
Publication year - 2010
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.20368
Subject(s) - forgetting , commit , operational excellence , excellence , value (mathematics) , business , organizational change , marketing , organizational culture , public relations , management , economics , psychology , computer science , political science , cognitive psychology , law , database , machine learning
Despite the best of intentions, efforts to improve organizational performance do not always pan out. This article gives examples and shows how, in their pursuit of excellence in an often‐challenging environment, even the most respected organizations are tempted to commit one or more of the seven deadly sins of strategic change. They are: forgetting about value for the customer, focusing solely on greater profits or market share, treating improvements as “just another program,” neglecting to make continual improvement and learning part of the corporate culture, lacking discipline in the pursuit of growth, favoring training over application, and losing constancy of purpose. Being aware of these pitfalls is the first step in avoiding them, so organizational improvement efforts can stay on the right path to success. © 2011 Wiley Periodicals, Inc.