Leadership blog 4: Leadership and change

“Change is nothing new and a simple fact of life. Some people actively thrive on new challenges and constant change, while others prefer the comfort of the status quo and strongly resist any change. It is all down to the personality of the individual and there is little management can do about resistance to change” (Mullins 2010: 753)

The above comment can be divided into two parts. The first part being “Change is nothing new and a simple fact of life. Some people actively thrive on the new challenges and constant change, while others prefer the comfort of the status quo and strongly resist change”. These two sentences are ones I completely agree with. I prefer change as it drives me to challenge myself to do something new, learn new things and constantly keep challenging myself to improve. According to me if change does not occur at regular intervals of time, daily life would become very monotonous and we would all be very content with ourselves. Without change their can be no improvement. The main factor driving Innovation in most industries is change, the desire to want something more or something that doesn’t exist yet.

While there are individual in our society that thrive on constant change or new challenges, there are also certain individuals who completely resist any form of change. They resist change due to many factors, some of them being, anxiety, moving to a new environment, meeting new people, etc. This can prove to be a big challenge for managers to tackle. To help managers identify how they can help these individuals get involved and feel more comfortable, we will be using Mckinsey’s 7s framework.


This framework involves seven independent factors, which are then divided into two sub categories, Hard and soft. The Hard elements consist of systems, structure and strategy and the soft elements consists of staff, skills, shared values and style. Lets look at the hard elements first. The first hard element is Systems, which involves the daily activities and procedures that staff members engage in to complete their given tasks. Structure talks about how the hierarchy in an organisation works and who reports to whom. Strategy involves how the organisation would tackle its competitors and what strategies it would use to gain a competitive edge. Now we’ll talk about the soft elements. The first element is , Staff, it talks about the employees of the company and their capabilities and skills. The next element is Skills, which talks about the actual skills and core competencies of each employee of the organisation who are working for the company. The next element is shared values, also known as super-ordinate goals, when this model was first developed, these are the core values of the company that can be seen in its corporate culture and work ethic. The last soft element is style, this element refers to the style of leadership that is being adopted in the organisation.

Now to look at the second part of the comment, “It is all down to the personality of the individual and there is little management can do about resistance to change”. This sentence is true, as some individual within the organisation and in real life too cannot be reasoned with, the harder you try to change them the more they resist. It is in the management’s best interest to let go of these individuals as they disturb the balance in the organisational structure. The following video talks in-depth about why employees resist organisational change.


Catherine’s Career Corner. (2011). 12 Reasons Why Employees Resist Change in the Workplace – Catherine’s Career Corner. [online] Available at: http://catherinescareercorner.com/2011/07/26/12-reasons-why-employees-resist-change-in-the-workplace/ [Accessed 22 Jun. 2016].

Mindtools.com. (2016). The McKinsey 7-S Framework: Ensuring That All Parts of Your Organization Work in Harmony. [online] Available at: https://www.mindtools.com/pages/article/newSTR_91.htm [Accessed 22 Jun. 2016].

SearchCIO. (2016). What is organizational change management (OCM)? – Definition from WhatIs.com. [online] Available at: http://searchcio.techtarget.com/definition/organizational-change-management-OCM [Accessed 22 Jun. 2016].

Businessballs.com. (2016). change management principles, process, tips and change theory and models. [online] Available at: http://www.businessballs.com/changemanagement.htm [Accessed 22 Jun. 2016].

10 thoughts on “Leadership blog 4: Leadership and change

  1. You have explained McKinseys 7s framework very clearly. The video was very informative as I’am a visual learner it helped me understand the frameworks used much better. Keep up the good work, I’am becoming a better leader through your blogs.

    Liked by 1 person

  2. It is interesting blog. I like your video. I think people don’t want to change is caused they can not find a benefit of change or this benefit is not they wanted. So, any change should be based on a goal which is give motivation for impletement. Are you agree with that?


  3. Very systematically explained. The content was very helpful and defines the main problem of resistance to change. The video enabled clear understanding. Well written blog, simple and straightforward. Good work!


  4. hi pratham,

    i am peter, happy to read your blog. In your article, you mention two comment of the restraint to change. You clearly illustrate the meaning of them, and it is suggested to add some your own experience with the theory, maybe will be more useful t understand.

    all the best!!!!


  5. I agree on your point of view about leadership and change .Now I know about McKinseys 7s framework very clearly. It easy to understand and more benefit for me to adapt to do in the real life. Great work.


  6. I completely agree with your opinion, change is necessary and without it we would not be able achieve as much as we’d like to. Another blog well done. Keep em’ coming.


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