In short, to stop talking in circles, executives need to determine how to effect deliberate and major change and then pursue and support their strategy for change across the enterprise. The “people, knowledge, incentives” framework may seem spare for such an enormous undertaking, but we believe its simplicity and clarity gives it the power to help people not just agree, but also act.
With the success of the overall organization depending on an honest self-assessment and an even more honest remodeling of the corporation, there is really no other option. Think of it this way: It’s a lot cheaper, and potentially far more profitable, than bringing in a team of therapists — or, worse yet, a band of lawyers.
Gary Neilson, email@example.com
Gary Neilson is a senior vice president with Booz Allen Hamilton in Chicago. He focuses on assisting Fortune 200 companies with major restructuring and the development of organizational models to increase execution effectiveness.
David Kletter, firstname.lastname@example.org
David Kletter is a principal with Booz Allen Hamilton in New York. He focuses on the design and execution of strategic and organizational change programs.
John Jones, email@example.com
John Jones is a vice president with Booz Allen Hamilton in New York. Mr. Jones is a specialist in organization design, process reengineering, and change management.