The Big Questions Before Taking on a Large Organizational Change

General Colin Powell’s advice on determining if you should go to war became known as The Powell Doctrine. The exact wording varies depending on the source because Powell talked about these items in speeches, interviews, and his memoirs. But the central ideas are remarkably consistent from presentation to presentation.

The version most often cited consists of these questions:

1. Is a vital national security interest threatened?

2. Do we have a clear, attainable objective?

3. Have the risks and costs been fully and frankly analyzed?

4. Have all other nonviolent means been exhausted?

5. Is there a plausible exit strategy to avoid endless entanglement?

6. Have the consequences of our action been fully considered?

7. Is the action supported by the American people?

8. Do we have genuine, broad international support?

Before You Launch Something New

I believe that if we address these items deeply and honestly, we can avoid “halfhearted” change efforts. So, before taking on any major initiative, address these questions:

1. What are we trying to accomplish?
Can we describe success clearly enough that everyone would recognize it when we get there?

2. Is this important enough to justify the effort?
Will the expected benefits outweigh the time, energy, money, and disruption?

3. Have we considered other ways to achieve the same goal?
Have we explored simpler, less costly, or less disruptive alternatives?

4. Do we have the commitment and resources to succeed?
Good intentions aren’t enough. Do we have the people, leadership, time, and perseverance to finish what we start?

5. How will we know when we’re done?
What does “finished” actually mean? Without a clear endpoint, projects can drift for years. Charles Dickens captured this perfectly in Bleak House, where the fictional lawsuit Jarndyce and Jarndyce drags on for generations until it consumes the very estate everyone is fighting over.

6. Have we thought through the likely consequences?
What benefits do we expect—and what unintended consequences might we create?

7. Do the people whose support we need understand why this matters?
People are far more likely to commit when they understand the purpose and have had a chance to influence the process.

8. Are we building commitment—or merely announcing a decision?
Success depends not only on having a good plan, but on earning the understanding and support of the people who will make it happen. (This point is not adapted from The Powell Doctrine.) I asked readers to share the big challenges to change they see in their work. My friend Claudia Murphy Bennett wrote, “Are leaders really prepared for the kind of change they are asking for, AND will the disruption bring the value that the project is seeking?” What a great question. Thank you, Claudia.