{ "docId": "019dd923-5ca1-7489-b634-df215e4f0bc1", "docSlug": "b89c4b2a8f5b0c45", "documentTitle": "Transformation Ebook", "authorId": "BCG", "authorName": "BCG", "documentKindSlug": "consulting-deck", "documentKindLabel": "Consulting deck", "sourceTypeSlug": "strategy_consulting", "sourceTypeLabel": "Strategy consulting", "presentationDate": null, "orientation": "landscape", "aspectRatio": 2.5, "pageNumber": 90, "pageCount": 167, "prevPage": 89, "nextPage": 91, "slideType": "key_messages", "function": "summarize", "density": "overcrowded", "nDataPoints": 0, "notes": "This appears to be a page from a BCG publication or report.", "elementsJson": [ "paragraph", "headline_text", "footnote" ], "metadataConfidence": 0.9, "imagePath": null, "slideHref": "/slides/019dd923-5ca1-7489-b634-df215e4f0bc1/90", "deckHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1", "deckJsonHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1.json", "deckAnchorHref": "/decks/019dd923-5ca1-7489-b634-df215e4f0bc1#slide-90", "components": [ { "bbox": null, "kind": "callout", "text": "The moment that senior managers are perceived as merely paying lip service to the change efforts, those efforts are doomed.", "attrs": null, "subkind": null, "toolName": "Visual emphasis", "toolSlug": "visual-emphasis", "confidence": null, "componentId": "019dd951-9f62-7003-b122-ab79d333c1bd", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.02, "w": 0.02, "x": 0.11, "y": 0.92 }, "kind": "other", "text": "82", "attrs": null, "subkind": "unclassified", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "68987483-e729-472a-b277-708d4322b14e", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.02, "w": 0.29, "x": 0.6, "y": 0.92 }, "kind": "other", "text": "THE BOSTON CONSULTING GROUP", "attrs": null, "subkind": "unclassified", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "9fc8b5fb-72e3-4057-9ead-9568a02679ba", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.16, "w": 0.78, "x": 0.11, "y": 0.33 }, "kind": "paragraph", "text": "The answer to that question is rooted in the extent to which each leader truly “owns” the change agenda—and is seen to own it. Each leader should be continually aligned with his or her peers; the alignment must be palpable, visible, and evident to all in the way the entire management team communicates and embodies change, doing so in unison. And it should go without saying that all the leaders should have the skills and knowledge to manage change effectively and to pick lieutenants and key team members who can augment their efforts.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "40e56b33-fec4-4428-8fc5-46c1d4d6d412", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.11, "w": 0.78, "x": 0.11, "y": 0.75 }, "kind": "paragraph", "text": "The insistence on executional certainty diverges from traditional approaches to change management. Executional certainty comprises several major activities, all of which are sharply focused on results. It is tied to another essential of change management: establishing a governance structure with clear accountabilities. The structure must provide the minimum level of orchestration to ensure progress without being burdened with bureaucracy.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "78df7e66-3218-4c57-93b7-2e0faa0c5ae0", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.13, "w": 0.78, "x": 0.11, "y": 0.5 }, "kind": "paragraph", "text": "Throughout, leaders must continually, visibly, and authentically act as role models for the change. Furthermore, they must not tolerate the tendency to slip into old habits. The moment that senior managers are perceived as merely paying lip service to the change efforts, those efforts are doomed. An effective change champion models sponsorship of the effort, enables employees to achieve the declared goals, and drives accountability for the outcomes. (See Exhibit 3.)", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "a1ebb3f5-4107-4494-bbf7-b724bc8a1d52", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.08, "w": 0.78, "x": 0.11, "y": 0.65 }, "kind": "paragraph", "text": "Executional Certainty. More often than not, executional certainty is the preferred starting point for many conversations about change management—probably because it feels the most concrete and actionable. But the conversation almost always winds its way around and among the other Change Delta elements.", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "bb3a3985-5403-43a8-97f1-374d77cb80be", "frameworkName": null, "frameworkSlug": null }, { "bbox": { "h": 0.23, "w": 0.78, "x": 0.11, "y": 0.09 }, "kind": "paragraph", "text": "To be candid, though, the enablement of an organization’s leaders must be a very practical catch-as-catch-can exercise. In many cases, senior executives lack the luxury of the time required to bring in lots of new blood or embark on long-term leadership development programs designed to spur change. And they likely have to work with the leaders they already have, regardless of how capable those leaders are. There is no time to wait until conditions are perfect: change has to happen in the next four to six months—not the year to three years it can take for major leadership development efforts to work. The key question is: How do we best support the personnel we have?", "attrs": null, "subkind": "paragraph", "toolName": null, "toolSlug": null, "confidence": null, "componentId": "bf8cf420-7561-4dbc-9ac1-76bd7e3c3598", "frameworkName": null, "frameworkSlug": null } ], "metrics": [], "tools": [ { "name": "Monroe's Motivated Sequence", "slug": "monroes-motivated-sequence", "agent": "Storyteller", "layer": "slide", "matchId": "ec3adbde-fcad-4130-a2fc-3056dafac0de", "evidence": "To be candid, though, the enablement of an organization’s leaders must be a very practical catch-as-catch-can exercise.", "confidence": 0.6 } ], "frameworks": [ { "name": "Change Delta", "slug": null, "matchId": "a1dfd397-d92b-40ac-8972-ce131c97eefc", "evidence": "Mentioned in text as 'Change Delta elements'", "confidence": 0.8 } ], "arcBeats": [ { "to": 120, "from": 68, "beatId": "019dd95a-0702-74a3-87e2-a46981f3662e", "arcName": "The Consultant's Gambit", "arcSlug": "consultants-gambit", "beatName": "Evidence & Proof", "beatSlug": "consultants-gambit-evidence-proof", "evidence": "Part II execution chapters densely loaded with named-company case studies.", "position": 4, "confidence": 85, "parentBeatName": "Evidence", "parentBeatSlug": "evidence" }, { "to": 120, "from": 69, "beatId": "019dd95a-0702-74a3-87e2-b3d6e5d451ad", "arcName": "The Triple Take", "arcSlug": "triple-take", "beatName": "The Implications (So What)", "beatSlug": "triple-take-the-implications-so-what", "evidence": "Part II - leading, managing, building capabilities.", "position": 2, "confidence": 65, "parentBeatName": "Reflection", "parentBeatSlug": "reflection" } ], "loops": [ { "to": 103, "from": 87, "name": "Domino Effect", "slug": "13-domino-effect", "bestFor": "Strategy roadmaps, showing ROI of a specific feature, causal analysis", "matchId": "019dd95a-088c-724c-b30e-d40023ea6b84", "evidence": "Chapter introduces Change Delta with 4 interlocking elements (executional certainty -> leaders -> engagement -> governance).", "position": 8, "objective": "Show how Change Delta elements compound into sustainable change", "structure": "The Trigger Action -> First Reaction -> Second Reaction -> Final Impact", "confidence": 80, "description": "Demonstrate how a single small strategic move triggers a cascade of positive outcomes" } ], "imagePathAlt": null, "thumbSrc": null, "thumbSrcAlt": null, "locked": true }