How to Make Change Happen at Scale

In reading through an article sent to me by a fiercely successful mentor of mine, Ellen Marshall, I have the following reflections:

The article begins by detailing how Nevile Isdell was tasked with turning the tides at Coca-Cola from a spiraling loss into a heroic win. Almost every business case in my undergraduate and graduate education began the same way. [Insert White Male- rarely Female Hero]… {explain daunting situation}… This one sums it up by stating: “There were so many problems at Coke, a turnaround was risky at best.”- Cool. What else?

Isdell’s main differentiator was that he gave employees ownership of making the process that would change their culture for the better. Instead of being the one genius who hands down a mandate or slogan, he motivated the top 150 managers to get input from the top 400 to create a manifesto that put processes and plans in place to motivate employees all across the global organization.

As a result, Coke went from the red into a 20% positive position within 3 years. Sales improved, and acquisitions were off the charts.

The article goes on to say that “Isdell explained the turnaround’s success by pointing out that he had “taken the ‘how’ as seriously as the ‘what.’”5 Another way to explain it is that he put equal emphasis on the hard and the soft stuff: performance and health.”

Performance is what an enterprise does to deliver improved financial and operational results for its stakeholders. By contrast, health describes how effectively people work together to pursue a common goal.

Read the rest of the article to see their extensive research on The Five Frames of Performance and Health and how Health and Performance are equally important to your organization.