The Change Shop™ Contents

Using Impact and Influence to Sell Change...........................................................................................
Change Influence factor #1: Why Change?.................................................................................................
Change Influence factor #2: Why Now? .....................................................................................................
Change Influence factor #3: Why You?.......................................................................................................
Change Influence factor #4: Why Your Change? ........................................................................................
2IsC™ (Impact, Influence, & Consistency) in Action ..............................................................................
Transformation Case Study #1 - Boosting Performance Culture, Rankings, and Financial Health at New York University Langone Medical Center................................................... Error! Bookmark not defined.
Transformation Case Study #2 - Creating Manufacturing Capacity at Nissan ............................................
Transformation Case Study #3 - Building Buy-In at Build-A-Bear ............................................................... Transformation Case Study #4 - Turning it Around at Chipotle with Trust & Consistency......................... Transformation Case Study #5 - Transforming A Silicon Valley Operating Model ..................................... Creating an Outcomes-Focused Change Strategy.................................................................................. Concluding Thoughts...........................................................................................................................
Index ..................................................................................................................................................

Introduction
We live in an age of near-perpetual organizational change. If your organization has not yet started a new change or transformation effort, it is probably smack in the middle of an existing one or planning for the next big one. Be it a shift to Agile processes, a culture change, opening in a new market, or adapting to digital transformation, organizations of all sizes and types are in the midst of massive transformation. So why another book on leadership and organizational change, you ask? Let’s first consider the very relevant statistic that over half (52%) of Fortune 500 organizations have merged, declared bankruptcy, been acquired, are on the verge of irrelevancy or have simply gone under since 2000. Notable cases include Eastman Kodak, Circuit City, Rhythm in Motion (Blackberry), Barnes and Noble, Radio Shack, Blockbuster, Toshiba, and most recently, Toys R Us. These were all once powerhouse brands whose products and services many reading these words frequented and are (or were) well-established household names. On one hand, it could be said that these organizations had their time yet with the winds of change, technology enhancements, changing customer expectations and strong competition, these institutions lost relevancy to their consumer base. On the other hand, each of these
organizations’ stories are sorted and fraught with possibilities and missed opportunities to make different sets of strategic and tactically-focused decisions to turn things around and truly commit themselves to transforming the way they ran. On the government side, the story does not appear to be much better. U.S. states including Illinois, Connecticut, Kentucky, New Jersey, and Massachusetts have been identified as potentially unable to meet their pension and other key financial obligations though few would argue that any of these areas are strangers to business development or historically have had difficulty attracting commerce or property taxes.
Organizations of all types will continue to experience constant and accelerated change and those that fail to adapt and transform will become irrelevant or face extinction. Unfortunately, many organizations are painfully bad at transforming themselves. The pesky statistic that 70% of organizational changes fail persists, suggesting that even when organizational leaders do identify the need for change and attempt to make those changes a reality in their organizations, the vast majority are unsuccessful. A deeper look into the causes of change failure does not reveal a lack of resources or poor planning being the primary culprits, but instead, a lack of buy- in to those changes from the people needed to execute organizational change. Simply put, the people involved in attempts to change the organization’s direction were not engaged in or they actively resisted the proposed changes. I believe this is due to the fact that more often than not, organizational change is not sold well. In other words,

when leaders propose organizational transformations, they fail to do so in ways that get people to buy-in to the need for the change or transformation efforts. This results in
organizations instituting “zombie” changes in which team members go through the motions of change but do not actually change their behaviors or attitudes in meaningful ways. These change initiatives then limp along, never fully realizing their potential.