Building Effective Change Through a Results-Oriented Platform

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1 Building Effective Change Through Results-Oriented Platform | As I work with clients, one of the areas of focus they cite most often is change management. A good number of these organizations have made huge investments in tools and training centered on this topic. While managing change is key, many of the change management programs that are implemented are often flawed. According to the Harvard Business Review, nearly 70 percent of large-scale change programs failed and did not meet their goals and several other studies show similar results. The 2013 Change and Communication ROI Survey, which involved nearly 300 large and midsize organizations from North America, Europe, and Asia, also found that: • Employers felt 55 percent of change management initiatives met initial objectives, but only 25 percent felt gains were sustained over time • 87 percent of respondents trained their managers to "manage change," but only 22 percent felt the training was actually effective • 68 percent of senior managers said they are "getting the message" about reasons for major organizational changes, but that figure falls to 53 percent for middle managers and 40 percent for front-line supervisors. Pitfalls of Change Management As organizations attempt to manage change, there are several reasons they are ultimately unsuccessful and why change management initiative are prone to fail. These pitfalls include: 1. Tackling change through a top-down approach. It is absolutely false to say that change has to be top down. Employees may also not buy into this approach and may fail to embrace the change management program as intended. 2. Treating change as an abstract process. Change should never be viewed as a process separate from the work of the organization. Change as an abstract process is essentially useless. There is no such thing as a steady state. There is always change. 3. Creating a specific role around change. In an effort to create accountability or spur more action, organization may anoint a change leader or advocate. This kind of role typically has difficulty engaging the entire organization to implement change and instead shifts the responsibility onto just one person. To implement change successfully in an organization, you need to receive permission from and engage everyone, rather than waiting for executives at the top to make that commitment. Building Effective Change THROUGH Results-Oriented Platform by Nancy Q. Smith, InsideOut Development Vice President of Professional Services

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