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      "text": "BCG has found that companies that use a structured role clarification process are more likely to experience superior economic performance than those that don't.",
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      "text": "Overall, engagement is especially important when it comes to key supporters—and skeptics. The process of identifying and prioritizing stakeholders by their level of support for the change effort and their degree of influence in the organization promotes targeted engagement. We find that in many cases, influential supporters are underleveraged and skeptics are underengaged. Effective stakeholder engagement sees business leaders arming influential supporters as change agents, giving them the information and messages that they need in order to influence the organization.",
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      "text": "It is important to adhere to a clear, systematic process for clarifying roles, responsibilities, and leadership behaviors through the ranks; for assigning accountability; and for determining decision rights. This is one area in which leaders often fail for the simple reason that, in the absence of a structured process and candid debate, it is especially difficult to get it right. BCG has found that companies that use a structured role clarification process are more likely to experience superior economic performance than those that don’t. (See Flipping the Odds for Successful Reorganization, BCG Focus, April 2012.)",
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      "text": "try to push it through, no matter how well the other elements of the Change Delta are handled. It is crucial that people at every level understand and be prepared and able to manage the change. The change program sponsor at a leading global health care company said, “People face constant uncertainty in their lives. Given the stress they are under these days, you must be empathetic and flexible, and you must address the uncertainty if your change effort is to be successful.” (For more information, see The ABCs of Behavioral Change in Biopharma Manufacturing, BCG Focus, November 2013.)",
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      "text": "This element of the Change Delta defines and supports the necessary changes in ways of working at many levels, making sure that appropriate behaviors are reinforced and hardwired into systems and structures. The understanding and mandate for individuals’ behavior change should be cascaded down through the organization. Behavioral change will not show up organically everywhere at once. To successfully cascade the enrollment of the organization all the way down to grassroots employees, senior managers have to be able to help their people answer key questions such as the following: Why do we need to change? How will this change affect me and my colleagues? If I change, will my boss change too?",
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