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Who's in charge of change?

机译：谁负责变革？

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Purpose - The question of who is in charge of change is often met with confusing answers in changing organizations. That confusion is accompanied with a correspondingly poor ability to sustain change successfully. The purpose of this paper is to outline what is required to sustain constant, complex change and most importantly, who must be accountable. Design/methodology/approach - Drawing on three decades of practical experience helping organizations change, it has become clear that unless a very small handful of groups inside a changing organization see themselves and are seen by everyone else as ultimately in charge of change, the organization will not be successful at sustaining constant change. The paper clarifies who those three groups are and what specific things they need to be accountable for to enable the organization to improve its ability to change successfully. Findings - Many organizations attempt to in source or out source the responsibility for change to "change management" experts which usually leads to dismal results. The three essential groups that actually must own change are the executives, project teams and first level supervisors. Every other group involved plays a support function to those three groups who must be in charge of change. Originality/value - When executives, project teams and first level supervisors align their efforts using an integrated approach to leading change, an organization significantly increases its capacity for sustaining successful change over the long haul. When an organization relies on external consulting firms, internal support functions or some combination of the two without having accountability for change resting with the three key groups, the capacity for change is compromised significantly.
机译：目的-谁负责变革的问题在变革组织中经常会遇到令人困惑的答案。这种混乱伴随着成功维持变革的能力相应降低。本文的目的是概述保持持续，复杂的变化所需的条件，最重要的是，必须由谁负责。设计/方法论/方法-借鉴三十年来帮助组织变革的实践经验，很明显，除非一个正在变革的组织中的一小撮人看到自己并被其他所有人最终负责变革，否则该组织将无法成功维持持续的变化。本文阐明了这三个群体是谁，以及他们需要对哪些具体事物负责，以使组织能够成功地提高其变更能力。调查结果-许多组织尝试将变更的责任源于或外包给“变更管理”专家，这通常会导致惨淡的结果。执行人员，项目团队和一级主管实际上是必须拥有变更的三个基本组。所涉及的其他每个小组都对这三个负责变更的小组发挥支持作用。独创性/价值-当高管，项目团队和一级主管使用集成方法来领导变革来调整工作时，组织将大大提高其长期维持成功变革的能力。当组织依靠外部咨询公司，内部支持职能或两者的某种组合而没有对三个关键小组负责变革的责任时，变革的能力就会大大受损。

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