{"id":174,"date":"2013-09-30T10:36:19","date_gmt":"2013-09-30T10:36:19","guid":{"rendered":"http:\/\/www.rosscon.ro\/ro\/?page_id=174"},"modified":"2016-08-04T14:54:13","modified_gmt":"2016-08-04T11:54:13","slug":"company-transformation-leading-organizational-change","status":"publish","type":"page","link":"http:\/\/www.rosscon.ro\/en\/training\/change\/company-transformation-leading-organizational-change\/","title":{"rendered":"Company Transformation \u2013 Leading Organizational Change"},"content":{"rendered":"

<\/p>\n

Changing organizations<\/h2>\n

In the opening of a Harvard Business Review article published in 1995 John P. Kotter states the followings: \u201dOver the past decade I have watched more than 100 companies try to remake themselves into significantly better competitors. A few of these corporate change efforts have been very successful. A few have been utter failures. Most fall somewhere in between, with a distinct tilt toward the lower end of the scale. <\/p>\n

The most general lesson to be learned from the most successful cases is that the change process goes through a series of phases that, in total, usually require a considerable length of time. Skipping steps creates only the illusion of speed and never produces a satisfying result. A second very general lesson is that critical mistakes in any of the phases can have a devastating impact, slowing momentum and negating hard-won gains. Perhaps because we have relatively little experience in renewing organizations, even very capable people often make at least one big error.\u201d<\/p>\n

Successful organizational transformations<\/h3>\n

In the light of the reality described above the \u201cCompany Transformation\u201d<\/i> training program addresses certain topics that will allow managers to understand how to approach transformations and make successful:<\/p>\n