kishor Jagirdar

We all talk about Change and display a whole lot of models and approaches. Its now evidently an open fact that Change management is in full-force across all industries, yet many leaders are unprepared to act upon and operationalize the requirements for change to avoid business disruption. For many organizations, preparedness begins at the top and this means that Leadership – across all levels – must have absolute clarity in purpose and focus; there also must be alignment in strategic philosophy and resolution goals. Unfortunately, many organizations are slow to change as the internal politics makes it difficult to reach consensus across all levels of leadership – even when the necessity for change is urgent. This is why many companies unknowingly lose momentum as they fail to change fast enough — allowing the marketplace and competitors to pass them by.  The result: valuable time is misspent, resources applied and money invested without the required outcomes to stay compet...

Guiding change may be the ultimate test of a leader—no business survives over the long term if it can’t reinvent itself. But, human nature being what it is, fundamental change is often resisted mightily by the people it most affects: those in the trenches of the business. Thus, leading change is both absolutely essential and incredibly difficult. Over the past decade, I have watched more than 100 companies try to remake themselves into significantly better competitors. They have included large organizations (Ford) and small ones (Landmark Communications), companies based in the United States (General Motors) and elsewhere (British Airways), corporations that were on their knees (Eastern Airlines), and companies that were earning good money (Bristol-Myers Squibb). These efforts have gone under many banners: total quality management, re-engineering, rightsizing, restructuring, cultural change, and turnaround. But, in almost every case, the basic goal has been the same: to make...