The purpose of the article is to make the readers understand why the process of transformation within corporations is usually slow. The article’s main idea is how the process of change within companies can be hastened. The author gives emphasis to the six obstacles, which slow down the process of transformation within the corporations. They include the cautious management culture, business-as-usual management process, initiative gridlock, recalcitrant executives, disengaged employees, and loss of focus during the execution.
He advises the corporate leaders on how they can overcome each of these impediments and increase the speed of the change process. In overcoming the obstacle of cautious management culture, the author advises the leaders to aim at big ideas so as to obtain big outcomes, stress and clarify why change is necessary and offer a constant positive support of ideas. He also advises them to clarify when and the way people will be involved, and form a leadership team to implement the new ideas. In overcoming the business-as-usual management process, the author advises the corporations to change the executives’ mindset. The author advises the corporations to overcome the initiative gridlock obstacle by focusing on three to four initiatives and invest in projects, which are completely aligned.
In overcoming the hindrance of recalcitrant executives, the author advises the corporation leaders to deal with the non-aligned executives and involve the senior ones in leading crucial components of the change process. The executives ought to be committed to performance improvement and behavior change. In an attempt to solve the obstacle of the hindrance of disengaged employees, the author recommends the corporations to engage them in the new process of change and train them. Lastly, the author directs the corporations to overcome the problem of the loss of focus in the course of the execution by conducting weekly staff meetings to keep the executives and employees focused.
The business environment is experiencing change (Project Management Institute 7). The article has increased my understanding of the hitches, which the organizations face during their process of transformation. Corporations will experience different types of changes in their lifetime (Naghibi and Hediyeh 542). I now understand how I will lead to change when I become a manager. I have also learned how corporations can accelerate their change process through overcoming these hitches. From the article, I like how the author elucidates supports his arguments and clarifies them.
Works Cited
Miles, Robert H. "Accelerating corporate transformations (Don’t lose your nerve!)." Harvard Business Review 88.1 (2010): 68-75.
Naghibi, Mohammad Ali, and Hediyeh Baban. "Strategic change management: The challenges faced by organizations."
Project Management Institute. "Managing Change in Organizations: A Practice Guide." Project Management Institute, 2013.
