#1505 - Leaders often over-engineer organizational change, taking an episodic approach rather than weaving change into the fabric of an organization. Isn’t “change management” really about leadership, communications, and good, solid project management than some massive body of HR science? Isn’t it more about answering the questions in people’s minds—the who, what, why, when, where, and how, and the congruence among these dimensions—than the exhaustive mapping of what is inherently a normal, human reaction to something new? Bill Humphries, President & CEO of Merz North America, talks about the significant changes they've experienced over the past three years, what worked and what didn’t, and how important leaders are in making organizational change efforts successful.