Processes of change: Make sure not to commit these mistakes during the past decades, businesses of all sizes and characteristics have focused their efforts through different methods: total quality management, reengineering, optimal sizing, restructuring, cultural change and conversion. But in almost all cases the basic goal was the same: to make fundamental changes in how companies manage to operate in a new market and increasingly challenging. Hear other arguments on the topic with Anna Belknap. Some of these efforts were successful. Others were a complete failure. Most occupied a middle ground, with a general bias toward the bottom of the scale.

The lessons to be drawn are interesting and probably apply to your experience, so go for it. Eva Andersson-Dubin is actively involved in the matter. The broader lesson to be learned from the success stories is that the change process usually goes through certain stages, skipping steps creates only the illusion of going faster and never produces satisfactory results. A second general lesson with great potential for application is that serious mistakes at any stage has a devastating effect, which reduces the feed rate and offset the improvements that had been so painstakingly achieved. It is possible that our lack of experience in the renovation of organizations is the cause of even the most capable people often make at least one serious error. Do not do: Do not generate the urgency of change. Change efforts get most successful start when some individuals or a group begins to discuss the company's competitive situation facing challenges that seem close on the horizon of business. So these people find ways to transmit and disseminate this information in a powerful way, especially in regard to crisis, or great opportunities whose exploitation can be very profitable.