Change Management Inside the Organization Understanding and Avoiding the Yo-Yo Effect

Jerry and Sean Timpson and Wright
Jerry Timpson is President and Principal at Kaufman Global with more than 30 years of industry and professional experience and a proven track record of leading enterprise-wide transformations. As a key player in the early formation of Kaufman Global, Jerry helped focus the firm’s objectives on delivering tangible and sustainable results for clients through accelerated implementation of strategic...read more



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Complex organizations competing in today's markets recognize that operational excellence (OE) is a vital piece of their path to success. Business units within those organizations often determine to sponsor a central operational excellence function whose mission is to propel OE inculcation broadening, deepening and speeding results. Sometime later, that functions notable progress is discredited by the same business segments that sponsored it complaining about too much corporate overhead and not enough focus on my problems. OE is then unceremoniously dismantled, labeled as another passing fad, and, removed from the organizational agenda without having fully achieved its intent. Still, the opposite can also occur. A corporate-level OE group might never be established, and with that, no Continuous Improvement standard work. Multiple duplicative OE approaches blossom (then die) within the business units. OE progress is de-valued by corporate leadership complaining about �too little attention to growth� and �not enough focus on stakeholders and profits.� OE is then unceremoniously dismantled, labeled as another passing fad, and, removed from the organizational agenda without having fully achieved its intent. In the end, the yo-yo has traveled full cycle. The lifecycle of each of these approaches to accelerating internal change and business performance share striking similarities as they encounter similar problems, barriers, achievements, successes, dramas� and in many cases, eventual demise.

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