| Title | Designing Organizations That Are Built to Change |
| ShortDescription | This article focuses on why large-scale change efforts fail to meet expectations, and how organizations can be better designed for change. |
| LongDescription | The author believes that the strong emphasis today's organizations place on process improvement efforts that focus on stability and predictability can cause problems when applied to large scale change. Examples of these efforts are total quality management and Six Sigma programs. In such situations, the tendency is to focus on finding the latest approach for overcoming resistance to change. However, even advanced change models stumble when applied to organizational designs and management practices that are inherently anti-change. The effectiveness of change efforts is largely determined by organizational design, or how a company's structure, processes, reward systems, and other features are organized over time to support one another, as well as the company's strategic intent, identity and capabilities. Given the traditional structure of transportation organizations, this article is particularly useful when considering the challenges for implementing large scale change. |
| SourceAuthor | Christopher G. Worley, Lawler, Edward E. |
| Reference | MIT Sloan Management Review, 48,1 Fall, 2006 |
| Organization | MIT |
| ContactAddress | Cambridge, MA |
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http://sloanreview.mit.edu/the-magazine/articles/2006/fall/48107/designing-organizations-that-are-built-to-change/
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