But the strong winds they are feeling, winds that are creating a lot of activity and anxiety, are not associated with traditional hurricanes or tornadoes. Instead, the basic business climate is changing in some fairly fundamental ways, and strong, powerful winds are increasingly becoming the norm instead of the dreaded exception. This shift is being driven, at least from all I've seen, by the globalization of the economy along with associated technological and social changes-forces that will only grow larger over the next few decades. The only sound response to this is to build organizations that not only can withstand these more powerful winds but will turn the new climate into an opportunity. Building these new organizations that will survive and prosper in the new climate requires a great deal of change.
Incremental adjustments are insufficient.
Defensive maneuvering is insufficient. The track record to date for reengineering, quality programs, the implementation of major new strategies, acquisitions and cultural change efforts is not very impressive. Attempts at business transformation often have achieved only half of what had been desired and even then at unacceptably high financial and human costs. Based on my analysis of experiences in nearly 100 organizations, Leading Change explains why this is so, what the most common errors are that even very intelligent people make, the eight stages that are always found in a successful change, and the key force behind successful transformations-leadership, which is different from high quality management. The notion that all you need is one Lee Iacocca is a very dangerous idea.