 Facilitators - Managing Change
Consider the grim statistics:
- Most major change initiatives, whether intended to boost quality, improve culture or reverse a corporate death spiral, generate only lukewarm results and many fail miserably (Harvard Business Review, "Leading Change Why Transformation Efforts Fail”, John P. Kotter, 2000)
- Studies of past mergers show that two of every three deals have not worked; the only winners are often the shareholders of the acquired firm who sell their company for more than it's really worth (The Economist, January 1999).
- Investopedia.com agrees that historical trends show that roughly 2/3rds of big mergers will disappoint
- US government data indicates that 90% of small businesses fail within the first five years
- Of the small businesses that do survive their first five years, half fail at some point during the following ten years
- A Conference Board survey of 71 companies examines the "state of the art" in initiating changes in business enterprises:
- 82% of survey respondents identified change management as a priority
- 99% expect an increased need for change management over the next three years.
One of the greatest wastes of productivity and human potential is the poor management of change. By the time many organizations address the issue of resistance to change, the hemorrhaging of resources and morale is well underway.
Most resistance to change is created. Whatever is created can be prevented. This can be done by:
- First preventing the most common forms of resistance
- Then applying specific skills to manage any resistance that does arise.
Our approach to managing change enables you to:
Understand:
- How change is different from normal operations
- The seven common causes of resistance
- How to prevent most forms of resistance
- How to work through to the intended results
Design and apply:
- A temporary infrastructure to manage the change
- A plan to successfully manage the transition
- A strategy to appropriately involve relevant stakeholders
- An approach to prevent the damaging emergence of winners and losers
- Effective communications to ensure the change is understood, accepted and eventually embraced
- Feedback processes that keep you informed throughout the transition period
- Analysis techniques to identify constructive criticism and incorporate it into the path to success
- Risk management strategies that permit risk taking while avoiding costly mistakes
- Clear processes of accountability, both during the transition and beyond
- Reporting techniques that make the change easily replicable and scaleable, thus maximizing your return on investment in change
To read examples of Change Management from the Progress Consulting™ casebook:
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