The brutal truth about resistance to change in organisations...

The brutal truth about resistance to change in organisations...

🤔 Is sustainable change within existing organisational structures really possible?

When leaders put on the brakes
In their book “Eins oder Null”, Meffert and Meffert describe the strong resistance of established organisations to change — QUOTATION:

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“Established organisations have considerable inertia. When business is going well, management and employees rarely go beyond paying lip service to a willingness to change! The most successful leaders, in particular, often slow transformation efforts behind the scenes: they calculate that they personally have little to gain but much to lose. They are often opinion leaders and members of the inner circle.”
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The dual operating system as an approach to a solution
But how can this barrier be overcome? The key lies in cross-functional teams working across traditional departmental boundaries. It is about mastering the duality between daily operations (“Run”) and the development of new strategies (“Develop”) — an approach John P. Kotter calls a dual operating system, which enables real, sustainable change.

How do you see the prospects for real change in your organisation? And what role do cross-functional teams play in this process?

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