文档介绍：Even a corporate revamping inspired by state-of-the-art design principles won’t eed if not driven by a powerful, well-timed business idea adapted to social realities.
JONATHAN D. DAY, EMILY LAWSON, AND KEITH LESLIE
The McKinsey Quarterly, 2003 Number anization
One of the most powerful levers for change available to a chief executive is At its best, it can sweep away inertia and cynicism and energize employees with mon sense of purpose, thereby making it easier to implement a new strategy, to digest an acquisition, or to improve productivity. But anizations frequently fail, even when they draw on a wealth of practical experience and decades of intense academic research that have generated proven principles anizational design. And unfortunately, failed anizations don’t just leave pany back where it started: they can usher in still more inertia and cynicism among employees.
Opposition from employees is a major reason for the problems that bedevil so many anizations. When the chief executive announces one, the knee-jerk reaction of most employees is to resist. Change, after all, tends to provoke anxieties and conflicts, and employees are not always convinced of the need for it. Indeed, mon view is that CEOs anize when they don’t really know how to deal with difficult issues.
So although state-of-the-art design is vital for a essful anization, it isn’t enough. In