Coalition

Do not it!: do not create a coalition of powerful enough direction. Often, most of the renovation programs begin only with one or two people. In cases in which the transformation plans are successful, the leadership grows more and more over time. However, in cases in which does not reach a minimum threshold of transformation in the early stages of the process, are not usually valuable results in the later stages. It is almost impossible to introduce a transcendent change except that the leader of the organization behind it actively. However, I am referring to something that goes far beyond. Transformations that succeed, executives made a common commitment to achieve excellent results through renewal.

According to my experience, this group never are all senior executives of the company, because some people not want to adhere to this commitment, at least not at the initial time. But, in most of the times they get ahead, the Coalition is always quite powerful in terms of charges, information, experience, reputation and relationships. In these stages, it will be important that this cooperation is transmitted to the rest of the hierarchical line. In fact, the Coalition tends to operate outside the hierarchical line. If the hierarchy were working well there would be no need for a profound transformation. However, if you consider that the current system is not working, the reforms will impose activities that do not fit within normal limits, the expectations and the Protocol. Generally, companies that fail in phase 2 that undervalue the difficulties inherent in the generation of changes and, therefore, the importance of a powerful directive coalition. Sometimes companies do not have work experience team at higher levels, and therefore undervalue the importance of this type of coalition. Sometimes, the team is expected to headed by an Executive in the area of human resources, quality or planning rather than by an officer of line.