How to Create Successful Change

In 2010, McKinsey reported the findings of a huge study involving more than 315,000 respondents. They found that 75% of organisations were experiencing change and that 70% of change initiatives were regarded as unsuccessful.

Hundreds of other studies corroborate the 70% failure rate statistic. This statistic is often cited in the change management community as a reason to engage change management professionals as change leaders. But the problem is that the 70% statistic has remained stable for decades, even though change management principles form part of many graduate and post-graduate leadership programs. Maybe the message is not getting through to the right people. Or, in our view, there’s something wrong with the message itself.

Others totally debunk the 70% statistic. Claiming to be ‘superior’ change managers, they apparently experience success in most of the change initiatives they lead. This could, possibly, be realistic – theirs may be among the 30% of change projects that succeed. But it could also be a matter of pride: we all like to think we are successful.

But let’s not get too hung up on the 70% statistic. It is probably dependent on how things are measured and how reasonable initial expectations were. My interest in this article is not on the 70% figure, but on the perceptions of why organisational change fails or succeeds. I want to outline three reasons that are often cited. Read More >>

Steve Barlow is a change readiness consultant and trainer at The Change Gym. You can contact him at [email protected]