Failing to change or changing to fail?
As long ago as 1849, French journalist Jean-Baptise Alphonse Karr wrote what was to become a famous saying: “Plus ça change, plus c’est la même chose.” A rough English translation “The more things change, the more they stay the same.”
Research has suggested more than 70% of change initiatives fail.
Karr penned this with a satirical edge although the quotation remains true today. “Change managers” or “change agents” or “transformation consultants” are common roles, and many companies have departments dedicated to leading change initiatives. These change initiatives or transformations take on a variety of forms, involve different stakeholders, and are packaged in myriad ways. But the outcome is almost always the same: The more things change, the more they stay the same — because more than 70% of change initiatives fail.
As companies try to reduce costs and drive up profits, they implement change initiatives to become more competitive and produce a differentiated customer experience. In order for these change initiatives to want to succeed in improving that experience, they must address the primary reasons that change initiatives fail:
There is no strategy, change initiatives must occur at an appropriate pace, not too fast or too slow. Analysis paralysis can render change initiatives impotent.
Lack of alignment and failure to engage front line managers.
During the planning phase senior leaders need to ensure that the change plan is fully aligned throughout the organisation and involves all the layers within an organisation. They don’t focus front-line managers on the exact actions they need to take to achieve the company’s desired business outcomes.
A failure to focus
The problem is that in too many companies, front-line employees receive dozens of high-priority messages — some complementary, some competing — from executives, managers, and change leaders each day.
Change is now a constant state within organisations and those organisations that can best manage change are far more likely to be successful, as Charles Darwin commented “It is not the most intelligent who will survive but those who can best manage change”
Creating lasting change within organisations and companies evolving will lead to stronger financial performance.
At Churchill Square we can help you manage change within your organisation, different personality types react differently to change, by using Insights Discovery we can help you manage people during the change process. A unique personal profile is generated and from this, we can anticipate individual’s reaction to change and using the formula:
Understanding + application = breakthrough
We can help individuals and organisations using a bespoke Insights Discovery change workshop, click here for further details on how we can use Insights Discovery to help you manage change or call us now for an informal discussion on 023 92 160840 or 07811 946315.