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Perry Keenan

Partner & Managing Director

Chicago

Perry is the international foremost of the Change Management and Program Management and Implementation topics inside BCG's Organization and Operations perform areas. Before BCG, Perry worked as a constructing engineer. He has co-authored some Harvard Business Review items, encompassing “The Hard Side of Change Management,” “Lead Change Successfully,” and “Leadership and the Future: The Art of Change Management.”

Today many talk about "advanced organizations". But to make the organization more receptive to innovation, and even reorganize its work in new ways is not enough for an organization to become a leader of change. Moreover, it may even alienate the organization from being able to "lead" changes. After all, in order to become a leader of change, you must have the desire and ability to not only accepts new, but also to change the old.

Say goodbye to yesterday. The first thing you must do leaders of change, it's free resources designed to support activities that are no longer productive, and ultimately ineffective. Maintain the old methods of work are always difficult and it takes a long time. Outdated practice of always consume the most valuable and scarce resources, require the participation of the most valuable human resources, and thus give a null result. Of course, use other methods, not to mention the introduction of innovations is always associated with unpredictable challenges. Here we need leaders with great and proven abilities. If the leaders will set out to support "yesterday", they simply will not provide the day tomorrow.

Thus, the first step towards change should be organized by abandoning the old methods. Leader of change must try to survive every product, process, market, distribution channel, every service, every customer and end user. And it should be done regularly. Leader of change must ask a ...