Can activating organizational networks and boundary spanning leadership overcome persistent problems with change?
Organizations fail at change twice as often as they succeed. That is a sobering finding for today’s leaders, who are scrambling to institute changes large and small on all fronts. As they grapple with the many pressures of the 21st century business environment – competitive threats, disruptive innovation, global expansion, and shifting business models – they face multiple imperatives to do things differently, along with the knowledge that the odds of success are not in their favor.