Changing How We Change

As we argue throughout our latest Humanocracy, the shift way from the traditional, bureaucratic DNA of most large organizations requires radical change.

In the face of this challenge, the traditional change model is wholly inadequate. The typical change program is slow, incremental, clumsy, and needlessly antagonizing—all artifacts of a bureaucratic model that assigns the responsibility for deep change to a small core of senior managers and their advisers.

In the years ahead, the most effective change efforts must be socially constructed. They will need to roll up, not out.  The term "cascade" will need to be banished from the corporate lexicon.