Great implementers also create the right buzz around change by engaging the broader organization. Her presence as an active role model reinforces the transformation’s importance for the company and encourages the involvement of local leadership. For example, the global head of the transformation program at a big healthcare company ensures that she or a direct report participates in every critical milestone-report meeting. Keeping this pace of change going represents a significant investment of time and attention. Successful leaders are relentless in pushing and encouraging their reports, while also greasing the wheels through tough decision making. Organizations that excel at implementation foster a leadership style that sets bold aspirations with clear accountability-emphasizing the challenging and supportive dimensions of leadership over the authoritative and consultative qualities that may be effective in other situations. At a very basic level, successful transformations typically reinforce ownership through clear accountability for specific targets and individual incentives for key players that are strongly aligned to success. How might they react differently if it were their car? Commitment is a level of psychological investment that drives personal, proactive action-and becomes even stronger when failure may have adverse consequences. To be clear, “ownership” and “commitment” involve much more than just “alignment.” People seeing someone else’s car being stolen may reasonably be expected to take down the number and call the police. Please email us at: Ownership and commitmentįor both successful and unsuccessful transformations, roughly two-thirds of respondents indicated that the single most significant factor influencing a transformation’s outcome is the degree of ownership and commitment of the organization’s leaders. If you would like information about this content we will be happy to work with you.
We strive to provide individuals with disabilities equal access to our website. We asked respondents to evaluate their company’s implementation performance, capabilities, and practices. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP. The results reported in this article also include responses from an additional 151 global executives surveyed at an earlier date.
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The online survey was conducted from January 14 to January 24, 2014, and garnered responses from 2,079 executives representing the full range of regions, industries, company sizes, functional specialties, and tenures. To learn how some of the world’s leading companies ensure implementation excellence, we conducted a survey of more than 2,000 executives in 900 companies across industries. Turning plans into reality isn’t easy, and certain companies seem to be better at it than others. Any executive who has led a major change program knows that even the most carefully planned programs can fail because of mediocre implementation.
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