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Thriving on Discontinuous Change

Carol Kinsey Goman, Ph.D.

IBM's 2008 Global CEO Study finds that organizations are being bombarded by change, and many are struggling to keep up. Executives see significant change ahead, but the gap between expected change and the ability to manage it has almost tripled since the last Global Study in 2006.

The question is: How do we create the kind of organization that not only adapts quickly to current trends, but is aggressive about shaping and leading change?

There are two kinds of change—incremental and discontinuous—that are taking place simultaneously and constantly in business organizations around the world. Incremental change is the process of continuous improvement—what the Japanese refer to as "kaizen." Discontinuous change is the kind of large-scale transformation that turns organizations inside out and upside down.

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