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 . This me ans no t o nly Building your leaders' and internal consultants' knowledge and skills b ut also the Organizational systems and infrastructure that will enable Change to be led more effectively and consistently.

Building Organizational Change Capability 111 style in each eff ort is es sential to producing and sustaining overall culture change and collective tangible results from these critical eff orts.

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

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