Focuses on the reasons why the majority of improvement programs stall and fail.
Explains that many improvement programs could have been shown, before they were launched, to have a low probability of success, while others stall because of people's reactions to problems after the program has been launched. Describes six practical things that organizational leaders can do to reduce the risk of their improvement programs going wrong.
Highlights the importance of: setting high standards; leading by example; giving the right managers the power to implement the change; focusing on the results rather than the process; changing quickly; and choosing to begin with the areas that matter and teams who want to participate.
Urges the importance of being clear about what the objectives of change are, why they need to be achieved and by when.
Reveals ways in which, through improving the performance of individual organizations, it may be possible to improve the functioning of society as a whole.
Shows that many of the issues that ultimately lead to the failure of organizational change can be predicted and even planned for.
