Who Killed Change? 

By  bem_admin

‘Who Killed Change?’, a parable by Ken Blanchard and John Britt, highlights some very real challenges that organizations face during change.

Who Killed Change?


‘Who Killed Change?’, a parable by Ken Blanchard and John Britt, highlights some very real challenges that organizations face during change.

It details how the factors of organizational culture, commitment, sponsorship, change leadership teams, communication, urgency, vision, plan, budget, training, incentive, performance management, accountability are active players of ‘organizational change’. It briefly touches on the roles of employees, leaders and executive sponsors too.

What the book does not specifically capture is what many change management processes prioritize so well!

  • Integration of the budget, timing and technical issues WITH the change and people issues.
  • The exact role of the executive sponsor BEYOND the approval of funding and the launching of the project
  • Factors behind employee and manager resistance, along with solutions to ensure both anticipation of these, and the role of the manager to work through and with these. Combined with this would be the factors of psychology of change, and which of the factors effect which of the roles, and at what stage.

Blanchard speaks of death of change being a slow one. Nicol adds the word ‘painful’ to ‘slow’, given that denial is often the hardest factor to face.

Nicol, a Change Practitioner, highlights that many companies’ service excellence approach, corporate cultures or expansion plans do in fact suffer from slow death. Far from a ‘sudden death’ in business, a slow death happens so discretely, that we cant even sense the loss looming. It would be so easy to minimize the risk, if only we were in touch!

One customer speaks loudly as he walks to the competitor – death has begun.

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How in touch are you with your customers?

One employee whispers to his friend about the leader’s inconsistency – death has begun.

How in touch are you with your employees?

One policy or procedure is not adhered to – death has begun.

How often are you measuring and correcting inappropriate application of policies?

One leader behaves against the company behaviours – death has begun.

How connected are the leaders with themselves, employees and the culture?

Debbie Nicol, Managing Director of Dubai-based ‘business en motion’, and creator and author of the ‘embers of the world’ series, is passionate about change. She works with both traditional and contemporary toolkits that move businesses and executive leaders ahead, whilst working on leader and organizational development, strategic change and corporate cultures.


Debbie Nicol

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