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      "text": "In this era of always-on transformation, organizations need to constantly launch large-scale change initiatives. But doing so does not have to be exhausting.",
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      "text": "Hans-Paul Bürkner, Lars Fæste, Jim Hemerling, Perry Keenan, Martin Reeves, Diana Dosik, Julie Kilmann, Shaheer Rizvi",
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      "text": "the capability and the capacity to meet its strategic goals. All the while, HR must keep pace with the organization and operate with agility as the transformation unfolds.",
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      "text": "This chapter draws on the following BCG publications: A Leader’s Guide to “Always-On” Transformation; The New CEO’s Guide to Transformation: Turning Ambition into Sustainable Results; Transformation: The Imperative to Change",
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      "text": "HR's expanded role will require a new set of capabilities. For example, frequent product and strategy shifts will call for regular upgrades to the organization structure. HR should work with line-of-business leaders to decide how the organization needs to adapt and then help orchestrate the process—with the expectation that the organization design will soon need to be upgraded again. Similarly, in the more volatile environment of a transformation, strategic workforce planning becomes more important—and more difficult. HR must take the lead in assessing and anticipating emerging skills gaps and in developing strategies to meet future needs for talent. (See “Transforming Technology Companies: Putting People First,” BCG article, November 2014.)",
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      "text": "In this era of always-on transformation, organizations need to constantly launch large-scale change initiatives. But doing so does not have to be exhausting. Leaders owe it to themselves, their organizations, and society in general to boldly transform their approach to transformation. To do that, they need to commit to developing organizations that enable people to thrive. In turn, that requires putting people first.",
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      "text": "ORGANIZING FOR SUSTAINED PERFORMANCE",
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