Julia Dhar

Head of Behavioral Science Lab @BCG; Fellow @bcghenderson; Science of kindness, everywhere; Talker @TEDtalks; ✍️How Change Really Works

[Julia Dhar @julia_dhar]

Full paper here: https://t.co/Q9CMjtlz6r

[Julia Dhar @julia_dhar]

What are some notable features of “AI-Native Firms”? They are smaller, flatter and more exper-dense. They have a greater share of engineers and a lower share of managers than their non AI-Native peers.

A delightfully lucid and useful new working paper from @orgRem and Hyunjin Kim.

[Aaron New @DrAaronNew]

The people *most responsible* for instigating organizational changes are usually the *most positive* about those changes. Employees on the receiving end of those changes see things differently. @julia_dhar

[Vilas Dhar @vilasdhar]

Insight #1: @AlexisRen Alex and @m_ccuri at @axios broke the story blocking “foreign governments, companies and individuals” from accessing Anthropic’s most advanced models, leading Anthropic to cut off all customer access. Not hostile actors, not military labs, but governments, companies, and individuals. Maria - we touched on the idea that this might happen in our keynote together at NACD!

https://t.co/skKet3FXXp

[Julia Dhar @julia_dhar]

Major developments tonight in the back-and-forth between the U.S. government and Anthropic, with wide-ranging implications for AI governance. What you need to know is in this sharp 🧵 from @vilasdhar

[Vilas Dhar @vilasdhar]

Breaking: The U.S. government just used national security authorities to order Anthropic to cut off its most advanced AI models, including the just-released Fable 5. The company revoked model access for everyone, worldwide, within hours.

One day AI is a product. The next day it is too dangerous to access. 🧵

[Julia Dhar @julia_dhar]

Post-storm sky in Annandale VA @capitalweather

[Katy Milkman @katy_milkman]

A few books I’m excited to have on my desk right now… what’s in your stack?

[Julia Dhar @julia_dhar]

It’s been a busy week on Mount Everest. As more and more people seek the satisfaction of the summit, my friend @EllmerKristy writes about what she learned from her own Everest-height journey. Today in @CNBCMakeIt https://t.co/8UWloPNUJJ

[Harvard Business Review @HarvardBiz]

Companies are investing more than ever in transformation—yet too many efforts are still failing. In “How Change Really Works,” three BCG experts reveal why change so often falls short and what leaders can do differently, drawing on behavioral science and real-world experience to show how progress actually takes hold.

The authors argue that change fails not because people resist, but because leaders misunderstand how people really change. With practical principles, this book offers a more human approach to transformation—and a better path to results.

Get the book at the link in our comments.

[Wilson Huang @wilsonhuang]

七成的組織轉型都失敗了：BCG 行為科學實驗室創辦人 Julia Dhar 拆解原因

七成的組織轉型都失敗這件事，大家聽起來可能會說「對啊，我早知道」。但 BCG 行為科學實驗室創辦人 Julia Dhar 的診斷角度，跟大多數人的直覺完全不一樣。她說多數人會把失敗歸咎於執行不力，但真正讓她尷尬的答案是：根本沒有人認真設計「員工會不會跟著改變」這件事。

BCG 做過一份跨六千人、十二個國家的調查，讓受訪者想像「你的公司要推一個你還不知道內容的變革」，直覺感受是什麼。結果高階主管有七成給出正面回應，員工只有四成五。這個差距用開大會、喊口號都填不平。更麻煩的是，多數公司的內部溝通策略，基本上只在餵員工的「好奇心」，完全沒在處理調查裡排名第二的情緒：焦慮。好奇沒人回應只是資訊匱乏，焦慮沒人回應，時間一到就會變成消極怠工或直接離職。

Julia 還提到一個 IKEA Effect 的應用。實驗證明，人對自己親手參與創造的東西，願意付出的代價平均高出六成三。放到組織變革上，就是讓員工幫專案命名、補充你對問題的理解、或決定推出的順序。這些動作不需要很大，但只要員工在某個環節留下自己的指紋，「CEO 的計畫」就會變成「我們的計畫」，後面的執行阻力會掉一個量級。

讓我印象最深的，是她說組織裡永遠沒有夠多的錢、時間跟注意力，但動能是你可以刻意設計的變數。多數轉型計畫死的地方，不在最後一里路，而是在中間那段最無聊的部分。當組織裡開始出現「大家都累了，要不要暫緩一下」這種聲音，多數時候累的不是員工，是發起變革的人先鬆手了。這段我自己看完有點冒冷汗。

最後她給了一個兩張紙測試：核心團隊每個人各自寫下「我們同意改變什麼、怎麼做」，如果每個人寫的不一樣，你有的不是共識，你有的是「假對齊」，表面上都點頭，但每個人腦袋裡的版本根本不同。大多數失敗的轉型計畫，從這一步就已經注定結局了。

完整文章在 https://t.co/4xWW4sX0RG，有興趣的可以去看看。

#領導力 #管理 #創業 #組織轉型 #行為科學 #產業觀察 #Podcast #商業 #投資 #BCG

[Kristy Ellmer @EllmerKristy]

Today, How Change Really Works has officially launched.

We wrote it for the leaders and employees who have felt the weight of a transformation and wanted a better playbook. It is built from behavioral science and tested across dozens of industries. Out now with @‌Julia Dhar and @‌Philip Jameson.

Our deepest gratitude to @BCG , @HarvardBiz . Link to order in replies.

#HowChangeReallyWorks #Transformation #Leadership #change

[Harvard Business Review @HarvardBiz]

🎧 A conversation with BCG’s Julia Dhar about a mindset shift that leaders need to make. https://t.co/Vs7FLAmK2T

[Kristy Ellmer @EllmerKristy]

@julia_dhar discusess New Book “How Change Really Works” https://t.co/hK3RJkfv2N via @YouTube

#howchangereallyworks

[Kristy Ellmer @EllmerKristy]

Get your copy now: https://t.co/QtI3FIxIlC

[Kristy Ellmer @EllmerKristy]

Tomorrow, How Change Really Works is in your hands.
Three years. Dozens of industries. One question: why does the human side of transformation keep breaking down, even when the strategy is solid?
We built a playbook to help you solve it. With @julia_dhar Philip Jameson. Out tomorrow.
#HowChangeReallyWorks #Leadership #Transformation

[Harvard Business Review @HarvardBiz]

🎧 Why do so many organizational change efforts stall or flat out fail?

@julia_dhar, managing director and partner at Boston Consulting Group, says the problem often isn’t strategy. It’s behavior. Leaders spend enormous time designing change, but far less understanding whether employees are willing, motivated, and equipped to adopt it.

Dhar shares research around how leaders can create genuine alignment, and what it takes to sustain momentum once the novelty fades. https://t.co/FLiP5hxY9q

[Kristy Ellmer @EllmerKristy]

Most change efforts fail. Not because the strategy was wrong. Because the humans weren't at the center of it.

[Julia Dhar @julia_dhar]

I’m a fan of everything @SahilBloom has written, and his best three words might be these: “Just start moving.”

In “The Clarity Curve”, Sahil argues that waiting for clarity before acting is a totally upside down way to approach the world. Clarity only comes FROM acting.

But he makes one more point that most of us miss. Clarity doesn’t come from taking a single action…it comes from continuing to act, gather information, refine, update, act some more.

Sahil warns us that the clarity curve takes work. He says “In the beginning, the curve is painfully flat. You take action and feel like nothing is happening. No insights, no breakthroughs, no direction. It’s frustrating and disorienting. This is the point where most people quit. They assume the lack of immediate clarity means they’re on the wrong path.

But the truth is that the flat part is the cost of entry. It’s necessary.”

Thank you @SahilBloom for all your wise words, and especially these: just start moving.

Dig deep into the Clarity Curve here: https://t.co/O1N45mrhgd

[Boston Consulting Group @BCG]

Change efforts fail more often than they succeed. In fact, 75% of transformations fail. And that success rate hasn’t improved in decades.

BCG’s new book lays out seven science-based principles to help overcome the issues that can derail a transformation.

Find out more: https://t.co/nrGrKlcnTE

[FranklinCovey @franklincovey]

Change doesn’t fail because people resist it. It fails when leaders misread reality. Julia Dhar shares how to close the gap and make change easier to adopt in the latest episode of On Leadership. Listen now on Apple Podcasts: https://t.co/bA3WujKrXg