Mckinsey: Building an Effective Change Agent Team

Anyone who has spent time in a large organization has seen change initiatives come and go, with many of them failing.
The success or failure in the implementation of the change is often not dependent on the quality of the new process or structure or product being implemented. We see mediocre programs with small (or no ROI) succeed in implementation, while valuable programs with clear contribution to the business fail in implementation.

The concept of a change agent, or a change agent team, involved in a change initiative is not new. Still, this short article by McKinsey points to the importance of this role in implementation of change, and identifies a few critical aspects in the creation and operation of a change agent team.

This is one of those articles that you read and say to yourself: "but this is obvious". Then you think back to all of the change processes that you were involved in and realize that this must not be so obvious if you failed to stick to these basics.

Building an Effective Change Agent Team:
http://www.mckinseyquarterly.com/PDFDownload.aspx?L2=18&L3=27&ar=2049&srid=17