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Features
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Home > Executive Report > Features
On organizational change initiatives, leaders must engage people at all levels by involving them in the design of the implementation strategy and its execution. Here is a three-phase Organizational Change Management Lifecycle methodology for successfully managing your next change initiative.
The statistics are undeniable — most organizations fail at change management. According to the Wharton School of the University of Pennsylvania Executive Education Program on Leading Organizational Change, “researchers estimate that only about 20 to 50 percent of major corporate reengineering projects at Fortune 1000 companies have been successful. Mergers and acquisitions fail between 40 to 80 percent of the time.” Further, they estimate that “10 to 30 percent of companies successfully implement their strategic plans.”
Why do organizations have such a poor track record of managing change? According to the Wharton School, the primary reason is “people issues.”
The consulting firm PricewaterhouseCoopers supports that finding. In How to Build an Agile Foundation for Change, PricewaterhouseCoopers authors noted, “Research shows that nearly 75 percent of all organizational change programs fail, not because leadership didn’t adequately address infrastructure, process, or IT issues, but because they didn’t create the necessary groundswell of support among employees.”
Without understanding the dynamics of the human transition in organizational change, change initiatives have a slim chance of success.
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