Bill Schaninger discusses the scalability requirements for performance change management within an organization. He points out that in his view, for a change management initiative to be successful it must be a sufficient enough change that it is impossible to go back to the old way of doing things. He provides examples of companies that had to learn new ways of doing things or face going out of business.
Author & Senior Partner at McKinsey & Co.
Bill Schaninger is an expert on the role of culture, values, and leadership in improving business outcomes, he has helped CEOs, government ministers, and other top executives assess organizational health and lead initiatives to improve it. He also brings strong experience in strategic human resources, helping organizations understand how to create world-class talent systems and winning workforce dynamics. Since joining McKinsey in 2000, Bill has focused his work on driving large-scale organizational and cultural change for diverse clients across North America, Europe, and the Middle East.
