Change Management

Change Management – 70% fail?

There is a popular figure that suggests that 70% of change efforts fail. The problem is there is no valid or reliable empirical evidence about what really transpired in these “failed” attempts, inferring significant failure. We have learned that real change comes about when it is aligned and engaged with strategy, being propelled by the behaviours, thinking, structure and process of your people activating your strategy.

Our Change Management Principles

  1. Only people can change an organisation and its capabilities;
  2. Successful change depends on balancing self-interest with clear organisational priorities;
  3. There are no simple organising principles or processes, change management requires a solid understanding of the current as well as the future operating models;
  4. Sustainable change allows you to act now without compromising the future;
  5. Adaptation is a necessary and continuous condition for survival. If the circumstances in which an organisation conducts its activities change, then adaptation is necessary; and
  6. People are not machines and if you make the mistake of thinking they are you will pay a significant price.

We offer an approach, grounded in acknowledged frameworks such as Kotter, Prosci and Senge, that support the ongoing capability development of your people to work together effectively and not just reactively to advance the business performance agenda.

Our approach

We help you navigate this process, building on the knowledge, skills and expertise of your people to:

  • Evaluate and validate the need for change considering your organisational readiness, the business complexities and people-change impacts;
  • Engage effectively with your key stakeholders at all levels of the organisation;
  • Plan and design the change program;
  • Define and develop the benefits realisation plan, something often missing from technology driven changes;
  • Manage the change program itself;
  • Retain a fresh and independent perspective;
  • Structure and coordinate benefits realisation as the proof statement of the return on investment.