By Justin Wasserman, engagement leader, Kotter International
A few years ago I worked 2 with a multinational pharmaceutical firm whose new CEO was looking to dramatically transform the business. The company was overly complex and slow-moving and lacked strategic alignment around its resource allocation. He knew things needed to change, so he did what countless other executives have done in similar situations — relied on an army of internal (six sigma) and external consultants.
He didn't know it at the time, but this did more harm than good.
Why? Bringing in “experts” to lead the change process meant leadership could abdicate their change responsibilities. The foreign “consultant-speak” of the “change experts” created more confusion than clarity and caused employees to lose sight of the goals the company had set out to accomplish. Time after time, the company's change initiatives fell flat because employees' heads and hearts just weren't in support of the changes.
I've seen this scenario occur countless times. But I've also witnessed organizations undergo major transformations successfully. The difference? Successful companies in-source their change.
Change should be a fundamental skill in all companies — one that can be unlocked by looking within. Within every organization lies a hidden capacity of talent that must be tapped. Trusting your employees with this responsibility can seem daunting, but I've seen four building blocks of in-sourcing that ease the process: