Change management experience and the biggest causes of failure


So there is a change management? The traditional project approach to change management – sees it as a set of tasks if executed successfully get a result. In other words, the typical process led approach that has failed so consistently and so spectacularly in the last 20 years

There are three main reasons for the remarkably high 70% failure rate of any business change initiatives

1. The gap between vision and successful program implementation and the lack of practical change management models and tools to bridge that gap.

2. The “hidden and built in resistance to change” in the institutional culture and the lack of process and change management strategies to address this.

3. Failure to take full account of the effect of changes in those who are most affected by them ie lack of good methods to manage change.

Proscar is a recognized leader in business process design and change management research, and is the largest in the world of change and re-engineering tool kits and Benchmarking information. [This is not commercial – I’m just coming credentials]

They are the publishers of “Best Practices Proscar is Business Process Re-engineering and process design” which is based on a study of 327 organizations world -Wide.

The aim of this study is to provide real-life lessons from the experience of the project team recently or currently engaged in business process re-engineering projects.

Highlights of the latest report showing the 4 key lessons learned

(1) “effective change management” – the main thing is that the project team would do differently the next project

(2) senior management teams and their projects means they were more likely to complete their mission or above expectations.

(3) the planning stage, was generally considered the most important phase of the project – because this was where the scope and role were defined

(4) The main obstacle to the successful implementation of the resistance to change .. This was mentioned 6 times more to some other factor

Clearly, the single biggest reason for the incredibly high 70% failure rate has been over-emphasis on project process rather than people aspects -. Failure to take full account of the impact of changes in those who are most affected by it.

closely related to the reason is the lack of a process to refer the human aspects of change.

properly applied, this is exactly what holistic and wide view perspective of program-based approach and change management will deliver.


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