Making change attractive
Organisations are lethargic, immobile and resistant to change. We see this situation not as an intrinsic flaw, but as the result of their demarcation as different and separate from the relevant environments. The status quo therefore always includes survival skills and rules that are deeply anchored in the company's identity.
As an instrument to counter this, change projects change management accompaniment are generally designed on a large scale. And the results are well known: depending on how the data are interpreted, more than half of all change projects fail. The reasons Reason fail for are also widely known change formula.
In contrast, we recommend that as little distinction as possible should be made between phases of change and phases of consolidation, and that, instead, companies should be built to be agile, alert to environmental changes and highly responsive.
Above and beyond this, strategic initiatives of the future also have to be classed as change projects so that they can be distinguished from other business processes and endowed with the appropriate significance. For an effective change setup, we recommend distinguishing between the change management level and the transition level Change and transition selection. Take a look into our change management toolbox here Change Management Toolbox A3.