How CEOs get in the way of organizational change and what they can do about it

Abstract

Environment changes are forcing many organizations to adapt or die. In the banking industry for example, structural adjustment led to deregulation and the influx of new players. The Structural Adjustment Programme, which was introduced in the mid 1980s, brought real competition into some sectors. The stunted growth of the economy increased the intensity of competition. As the rules of the game changed, there was a need to change systems, organizational culture and processes among others. Many organizations initiated change programmes to increase their competitiveness. However, the results have not been good. Many reasons have been given for the failure of these change initiatives. They vary from peoples natural resistance to change to the lack of involvement of people in the change process. This article focuses attention on the barriers Chief Executive Officers (CEOs) themselves put in the way of change. The article also proposes ways CEOs can drive change successfully in their organizations.


(The Lagos Business School Management Review: 2002 7 (1): 55-64)