Cracking the code of change

Today's fast-paced economy demands that businesses change or die. But few c ompanies manage corporate transformations as well as they would like. The b rutal fact is that about 70% of all change initiatives fail. In this article, authors Michael Beer and Nitin Nohria describe two archety pes-or theories-of corporate transformation that may help executives crack the code of change. Theory E is change based on economic value: shareholder value is the only legitimate measure of success, and change often involves heavy use of economic incentives, layoffs, downsizing, and restructuring. Theory O is change based on organizational capability: the goal is to build and strengthen corporate culture. Most companies focus purely on one theory or the other, or haphazardly use a mix of both, the authors say. Combining E and O is directionally correct, they contend, but it requires a careful, conscious integration plan. Beer and Nohria present the examples of two companies, Scott Paper and Champion International, that used a purely E or purely O strategy to create change-a nd met with limited levels of success. They contrast those corporate transformations with that of UK-based retaile r ASDA, which has successfully embraced the paradox between the opposing th eories of change and integrated E and O. The lesson from ASDA? To thrive an d adapt in the new economy, companies must make sure the E and O theories o f business change are in sync at their own organizations.