DEVELOP GOOD INFLUENCES
Organizations that draw upon the four components of the
influence model to move employees from current to desired
mindsets and behaviors are most likely to have successful
FOCUS ON STRENGTHS AND WEAKNESSES
Sources: Healthcarefinancenews.com; fiercepharma.com; hbmpartners.com; Thomson Reuters; PMI’s Pulse of the Profession®: Capturing the Value of Project Management, 2015; McKinsey &
Co., The Science of Organizational Transformations, 2015. (McKinsey survey methodology: 1,662 executives representing all regions, industries and organization sizes were surveyed online.)
Success rate of
that employed all four
of those that
employed just one
of surveyed executives reported successful
transformations when a completely systematic
approach to prioritizing them is employed.
say their organization uses a completely systematic
approach to these initiatives.
reported successful transformations when
prioritization approaches are not at all systematic.
say their organization has a somewhat
1 Role modeling: Leaders should walk the walk.
2 Fostering understanding and conviction: Employees hould know why change must happen.
4 Developing talent and skills: Employees should have a range of development opportunities.
3 Reinforcing change through formal mechanisms: Set goals and incentives aligned to desired changes.
74% of executives surveyed reported success when the overall
focus of the transformation initiative was on both strengths and
…as opposed to 65% of respondents who reported success when
the transformation initiative focused on either strengths or weaknesses.
To improve change programs’ odds of success, organizations
should follow best practices.