Long story short: the changes went nowhere fast. After all, the current effort was just the latest in a long string of change efforts-few of which had succeeded.Įven more worrisome: proof of resistance was everywhere, confidence in the company’s senior management was low, and there was little clarity concerning the factors by which employees were measured. It soon became obvious that employees, less than engaged, were more likely to roll their eyes than roll up their sleeves when the new change requirements were explained to them. The management team leaders had launched what they thought were the right change initiatives, and they believed they were off to a good start.
A large energy company, striving to overhaul support functions and reduce costs, was having a very tough time.
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