24 Elements of Successful Organizational Change
October 14, 2015 – Mckinsey & Company
In this survey, we asked executives about 24 practical actions most important to the successful implementation of an organizational transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results.
1. Senior managers communicate openly about the transformation’s progress and success
2. Everyone can see how her/his work relates to the organization’s vision
3. Leaders model the behavior changes they ask employees to make
4. All personnel adapt their day-to-day capacity to changes in customer demand
5. Senior managers communicate openly about the transformation’s implications for individuals’ day-to-day work
6. Everyone is actively engaged in identifying errors before they reach customers
7. Best practices are systematically identified, shared, and improved
8. The organization develops its people so they can surpass performance expectations
9. Managers know that their primary role is to lead and develop their teams
10. Performance evaluations hold initiative leaders accountable for their transformation contributions
11. Leaders use a consistent change story to align the organization around the transformation’s goals
12. Roles and responsibilities in the transformation are clearly defined
13. All personnel are fully engaged in meeting their individual goals and targets
14. Sufficient personnel are allocated to support initiative implementation
15. Expectations for new behaviors are incorporated directly into annual performance reviews
16. At every level of the organization, key roles for the transformation are held by employees who actively support it
17. Transformation goals are adapted for relevant employees at all levels of the organization
18. Initiatives are led by line managers as part of their day-to-day responsibilities
19. The organization assigns high-potential individuals to lead the transformation, giving them direct responsibility for initiatives
20. A capability-building program is designed to enable employees to meet transformation goals
21. Teams start each day with a formal discussion about the previous day’s results and current day’s work
22. Use diagnostic tools to help quantify goals (e.g., for new mind-sets and behaviors, cultural changes, organizational agility) for the transformation’s long-term sustainability
23. Leaders of initiatives receive change-leadership training during the transformation
24. A dedicated organizing team (e.g., a project-management or transformation office) centrally coordinate the transformation