Marcus,
During change implementation, I believe the leader has major impacts. I also believe that before that leader makes the final call, extensive research, analysis, and projections should be completed. With that being said, it is not at all solemnly on the leader when an organizational change fails. Typically, organizations have a board of directors that should also have a say when it comes to major business changes. The leader must realize that outsiders most likely will put all of the blame on them and should be adequately prepared for that.
Hello Marcus, I read your post and you made great points with Vision and Organizational Change within Apple and JC Penny. During the course of this study, I found out that a critical responsibility for leadership is setting the direction for the organization for the future. For this reason, senior leadership must retain some of the responsibility for creating a high-level description of the change vision and strategy. Delegating all of the responsibility for this step to the guiding coalition is not desirable. Often, it is best for a single senior leader or a small group of senior leaders to make a first draft. From there, the guiding coalition can refine the draft. An effective process uses data to produce the vision and strategy. For example, company business data, market data, emerging business trends, forecasts, etc. are all relevant data to produce a sensible and appealing change vision and strategy.
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