A surprisingly high percentage of organizational changes are doomed to fail. According to recent surveys, reengineering efforts have about a 33 percent chance of success, mergers and acquisitions succeed 29 percent of the time, quality improvement efforts achieve their goals half the time, and new software applications hit the mark in less than 20 percent of the cases. What often goes wrong: Bright people develop a plan that includes a sound business reason for the change.
Market pressures force organizations to change rapidly. Given this unrelenting pace, leaders find they no longer can mull over decisions before taking action. Organizations must be nimble in considering and acting on changing needs in staffing. Leaders must ask…
Resistance to change often appears when people are at different points on the cycle. Take the time to compare the relative positions on the cycle held by everyone involved; it can help you anticipate potential problems and develop the most appropriate strategies.