Building Organizational Change Capability

C H A P T E R. 5. Building Organizational Change Capability Your s uccess i n l ife is n't base d o n yo ur a bility t o s imply c hange. It is base d on your a bility to cha nge fa ster tha n y our com petition, c ustomers a nd business. Mark Sanborn B y taking a more thoughtful and disciplined approach to Change , conscious Change le aders na turally b egin t o addr ess ho w t hey ca n im prove t heir organization's c hange Capability . Their mo tivation is ob vious: If we can pro- actively increase our results in t his Change effort using these approaches, why don't we do s o for all o ur changes for the years to come? They begin to real- ize that strong Change Capability is vi tal to their organizations' near-term and long-term success, a nd t hey start to lo ok for ways to build t hat Capability . In this chapter, we will exp lore how approaching Change as a stra tegic discipline is k ey t o b uilding y our o rganization's c hange Capability .

Building Organizational Change Capability 109 sequence is not implied here. You will quickly see that they t together as an inte- fi grated approach, where th e fi ft h strategy, the strategic change o ffi ce, runs all of them.

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  Change, Building, Strategy, Organizational, Capability, Building organizational change capability

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