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Leading Employees through Major Organizational Change
內容大綱
In May 2012, Sanofi Canada was preparing to move hundreds of employees to a new corporate headquarters with an open-plan workspace. It initiated a 12-month change management campaign and ultimately met its three objectives of ensuring a smooth transition; transforming its corporate culture into one of greater collaboration, transparency and innovation; and minimizing turnover. In this article, the CEO offers four lessons for anyone hoping to replicate the firm’s success. 1. Communication is crucial: It is important to welcome ideas from all organizational levels. 2. Convert employees into change agents: Leaders cannot simply tell employees about change and expect them to get on with it. Sanofi Canada selected groups of employees to form sub-groups of Change Ambassadors. 3. Deploy cultural and behavioural training: Employees will not modify behaviours or learn new skills overnight. Sanofi Canada initiated an “Open Door” challenge and “Getting to Know You” sessions. 4. Surround yourself with the right people: A leader cannot do everything, and external expertise must be leveraged.