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Transforming Your Leadership Culture
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One of the largest fi nancial institutions in North America
recently took on a large - scale, organization - wide change program.
At the outset, each of its independently operating business
units had its own human resource (HR) functions. The aim of
the program was to shift HR from this decentralized, distributed
system to a centralized operation offering fee - for - service to the
units.
The enterprise had retained a prominent consultant (one
who had truly earned the honorifi c of guru ) who was pioneering
new approaches in the fi eld of change management. As part
of the fi rm ’ s heavy investment in preparing for the change, the
consultant worked closely with executives and the fi rm’ s entire
HR community. A series of small - and large - group interventions
had been held in order to “ train up ” the departments and their
constituents in the theory and practice of the change they were
about to make. Planning and preparation were thorough and
exhaustive. Senior management prepared operational systems
and had secured the buy - in of subsidiary business units. A centralized,
shared - services operation was ready to swing into action.
978-0-470-25957-3
NONE
Transforming Your Leadership Culture
Leadership
English
John Wiley & Sons, Inc.
2009
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