Bottom-Line Change

Organizational change is a repetitive challenge in every business.  In fact, it’s a rare week (or even day) that goes by where there’s not some change to be managed.  Strangely, few organizations have a mindful and systemic approach to change.  They deal with each change as it comes.  As a result, they never excel and change management the way they do in so many other parts of their work. Changes are almost always run from the “top,” and resisted from the bottom.  The results are then generally spotty, often very poor.  Bottom Line Change provides the solution to this struggle—it’s a teachable and repeatable recipe that everyone in your organization can learn.

In March of 1982 Zingerman’s Delicatessen opened its doors in Ann Arbor, Michigan in a 1300-square foot storefront, 25 sandwiches, 29 seats, two employees, and two partners—Ari Weinzweig and Paul Saginaw.  Today the Zingerman’s Community of Businesses includes ten different Zingerman’s businesses, all located in the Ann Arbor area, with a staff of over 700 and annual sales exceeding $60,000.  Bottom Line Change is one of the little-known, but highly important underpinnings of the success of an organization. It provides everyone—from the CEO to your newest staffers—a usable and repeatable recipe to help effectively lead change in your organization.

The recipe has 5 steps—which anyone can learn that can be used for change.  Small and large changes can all be managed through this approach.  And because Bottom Line Change is designed to involve as many people as possible in preparing and planning for the change before it happens, it drastically increases buy-in and engagement throughout the organization.  While leading change is always a lot of work, this recipe radically increases the odds of making that change work.