Change architecture: managing the human side of change

Abstract

Imagine you are in the midst of managing the biggest programme of your career. However, some of the board members don’t support your plans — they now have very different views on what the end game should be. Employees are not making the changes you told them about. Is it because they do not want to or are not able to? The current team structures do not lend themselves to the new routines, so people are getting frustrated. You worry that you are about to lose some of your best performers.