The Multi-Unit Enterprise Managing strategic change is a major challenge for leaders. The June, 2008 issue of "Harvard Business Review" includes an article, based on the research that Harvard Business School professor David Garvin and I conducted. It provides valuable advice on translating a change initiative and cascading it down through the levels of the organization. It recommends several steps leaders can take to make sure their organization is successful at executing change and avoids the typical 50% failure rate for strategic change initiatives.
	Strategic Leadership Competencies (PDF - 42KB) Learn more about critical tools to enable you to be a more strategic leader.
	Lopsidedness in Leaders (PDF - 280KB) by Robert Kaplan and Rob Kaiser. Lopsidedness in leaders occurs when they do too much of a good thing, whether that's talking too much, pushing too hard, delegating too much authority, or getting bogged down in the details. Overusing strengths is no less of a problem than not using them enough. Leaders can get themselves in trouble if they are, for instance, so detail-oriented that they never see the big picture and fail to plan for the future. Or they may be so visionary that they never pay attention to details. Or they are so forceful about setting direction and driving too hard for results that they neglect the people side. That's how strengths can become weaknesses. When a strength is overdone, there's another problem since typically a complementary skill or quality gets crowded out. Thus, leaders need to know when they are being lopsided, doing too much of one skill and too little of the opposite skill.
	The Power of Questions (PDF - 344KB) by Mike Marquardt. Leaders in today's dynamic world cannot have all the answers. They need to tap the talents and resources of their teams and organizations if they are to effectively address the challenges they face. To do so, leaders need an appreciation of the power of questions.
	Meeting the Challenges of Corporate Entrepreneurship The October 2006 issue of "Harvard Business Review" includes an article, based on the research that Harvard Business School professor David Garvin and I conducted at several organizations, with many recommendations for helping you succeed! It provides several important suggestions for dealing with the often conflicting challenges of creating new businesses.
	Making Change Initiatives Stick Harvard Business School Professor Mike Roberto and I are co-authors of the lead article in the Summer 2005 edition of Sloan Management Review: "Making Change Initiatives Stick." The article provides information for managers who want to ensure that strategic change initiatives achieve their promised results. In our research, we found 4 practices that led to demonstrable improvements and were catalysts for successful institutionalization of programmatic change efforts." For more details, read the article...
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