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Executing strategy which involves major change is not only challenging and stimulating but also frustrating. People involved in driving the execution of a change strategy get an appreciation of people's limitations and their negative personality traits. Change strategy execution requires full engagement of the people affected. Leaders who are responsible for executing the change strategy often fail to get that engagement. People who are not engaged and are impacted by the change driven by the strategy may react badly. Disengaged people who are necessary to drive or enable execution are unlikely to be involved enough.
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