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      "text": "FOR THE CHANGE INITIATIVES THAT DID NOT SUCCEED IN THE PAST 12 MONTHS, WHAT WAS THE SINGLE MOST IMPORTANT FACTOR IN DETERMINING FAILURE?",
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      "text": "Enabled Leaders. This element of the Change Delta starts with the top team's commitment to open, forthright, no-holds-barred discussion of the need for change and the objectives of a change effort. There can be no “undiscussable” topics among the management team members—no shrinking from debates about turf, power, or spans of control. There should be more than one or two or even three discrete discussions; the guts of change are that important. “Never assume that leaders get it,” said the program sponsor at a global oil and gas company. “We need to take probably ten times as long in engaging, empowering, and educating our leaders as we actually think we do.”",
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      "text": "One thing that business leaders have certainly learned about change is that it cannot be mandated by the CEO alone. CEO support is necessary but not sufficient. What’s needed is the enrollment of the extended leadership team. That’s what happened at a European bank during a",
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      "text": "have used the Change Delta approach have exceptionally high rates of meeting their targets while building organizational engagement and confidence in the future. (See Exhibit 2.)",
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      "text": "Source: Economist Intelligence Unit. Note: The January 2011 global survey included 288 executives, more than 75% of whom were from organizations with annual revenue exceeding $1 billion.",
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      "text": "EXHIBIT 1 | The Lack of Well-Defined Milestones with Clear Impact Metrics Has Killed Many Change Initiatives",
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