Before you try turning your organization around, make sure leaders throughout the ranks are fully on board. Without their support, you may not achieve the performance goals you seek.
Case in point: Kaiser Permanente, a health care organization with more than a million members, aimed to change its strategy from one focused on cost to one of quality and service.
Researchers from three universities studied the change implementation and wrote a paper about it, called “HowMatters: The effects of leaders’ alignment on strategy implementation.”
What they found: Heads of departments who could articulate a clear strategy, set a vision, provide measurable objectives, reward progress in the change effort, deal with resistance and motivate people were rewarded with more supportive and compliant physicians.
“When there was disagreement about the strategy, or leaders were seen as ineffective, performance was lower,” wrote the authors.
“Our research shows that effective change is less about the mechanics of the change—what new technology should be put in place, what procedures should be followed—and more about how committed leaders across all levels are to the change.”
— Adapted from “First Selling the Idea to Senior Leaders Helps Organizations Realize Change,” Stanford Graduate School of Business News.
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