subject: Change Management Lessons Learned And Also The Biggest Causes Of Failure [print this page] Thus what's amendment management? The traditional project approach to vary management - sees it as a group of tasks which if executed successfully get a result. In alternative words the everyday process led approach which has failed thus consistently and therefore spectacularly over the last twenty years!
There are three main reasons for the astonishingly high 70% failure rate of ALL business modification initiatives:
1. The gap between the strategic vision and a successful programme implementation and the lack of a practical change management model and tools to bridge that gap.
2. The "hidden and engineered in resistance to vary" of organisational cultures, and the lack of processes and amendment management methodologies to deal with this.
3. Failure to take full account of the impact of the changes on those folks who are most plagued by them i.e. the absence of good strategies for managing change.
Prosci is the recognized leader in business process style and change management research, and is the globe's largest provider of modification management and re-engineering toolkits and benchmarking information. [This isn't a industrial - I'm just establishing their credentials!]
They are the publishers of "Prosci's Best Practices in Business Method Re-engineering and Process Style" that is based on analysis with 327 organisations world-wide.
The objective of this study is to produce real-life lessons from the experiences of project groups recently or currently concerned in business method re-engineering projects.
Key findings in the newest report show the four key lessons learnt:
(1) "Additional effective change management" - is the main factor that project teams would do differently on the following project.
(a pair of) Prime management of groups and the their comes means they were more probably to complete their project at or higher than expectations.
(three) The look stage, was universally thought to be the most important part within the project - as a result of this was where scope and roles were defined.
(four) The first obstacle to a successful implementation was resistance to change. This was mentioned 6 times additional that any different factor.
Clearly the only biggest reason for the astonishingly high seventy% failure rate has been the over-stress on project method instead of the people aspects - the failure to require full account of the impact of amendment on those people who are most impacted by it.
Closely allied to that reason is the lack of process to directly address the human aspects of change.
Properly applied, this is often precisely what the holistic and wide view perspective of a programme based approach to alter management can deliver.
