Five preventable problems that occur in global change projects: a view from the field (Asia)

Cinq problèmes évitables dans les projets de changement global

Yoshiko Zoet-Suzuki () and Elvin Zoet
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Yoshiko Zoet-Suzuki: LITEM - Laboratoire en Innovation, Technologies, Economie et Management (EA 7363) - UEVE - Université d'Évry-Val-d'Essonne - Université Paris-Saclay - IMT-BS - Institut Mines-Télécom Business School - IMT - Institut Mines-Télécom [Paris], Keio Business School, Keiō Gijuku Daigaku = Keio University [Tokyo]
Elvin Zoet: Keio Business School, Keiō Gijuku Daigaku = Keio University [Tokyo]

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Abstract: Global change initiatives can create complex dynamics and issues between HQ and regional offices. We highlight five preventable issues that we regularly observe in global change projects. These five issues are: 1. Assuming and imposing assumptions of at-will employment markets in countries with different labor dynamics, 2. Not developing real global-local collaboration but instead using a top-down, "planned change" approach with little space for dialogue, 3. Underestimating or overestimating Cultural Otherness, 4. Change Fatigue, and 5. Introducing advanced models too fast, with too many assumptions and expectations, and too many oversimplifications in the (mental) models used for implementing change. We explore each of these themes and provide examples and critical points for reflection, some suggestions for avoiding these common pitfalls, and some references and resources for readers interested in further exploring any of these themes.

Keywords: Change leadership effectiveness; Global change initiatives; Global-local dynamics; VUCA; Change management (search for similar items in EconPapers)
Date: 2022
New Economics Papers: this item is included in nep-sea
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Published in Organizational development review, 2022, 54 (2), pp.40-47

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