Only 41% of organizational changes are successful
41% of changes are successful? At least that is what IBM says. How do they know? They carried out a major survey of 1500 change leaders and produced a report, which you can get here.
Among the highlights:
Most CEOs consider themselves and their organizations to be executing change poorly
Achieving project success does not hinge primarily on technology – instead, success depends largely on people.
Nothing new there, really. But IBM then say
Four common factors helped these practitioners address their greatest project challenges and when used in combination, they provide a synergistic benefit that was even greater than the sum of their individual impacts.
So what are the four factors? According to IBM they are
- Real Insights, Real Actions. Strive for a full, realistic awareness and understanding of the upcoming challenges and complexities, then follow with actions to address them.
- Solid Methods, Solid Benefits. Use a systematic approach to change is focused on outcomes and closely aligned with formal project management methodology.
- Better Skills, Better Change. Leverage resources appropriately to demonstrate top management
sponsorship, assign dedicated change managers and empower employees to enact change. - Right Investment, Right Impact. Allocate the right amount for change management by understanding which types of investments can offer the best returns, in terms of greater project success.
Again, not much new. But remember – successful change management does not ignore the basics.
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