| So what is change management? The traditional | | | | lessons from the experiences of project teams |
| project approach to change management - sees | | | | recently or currently involved in business process |
| it as a set of tasks which if executed successfully | | | | re-engineering projects. |
| get a result. In other words the typical process | | | | Key findings in the latest report show the 4 key |
| led approach which has failed so consistently and | | | | lessons learnt: |
| so spectacularly over the last 20 years! | | | | (1) "More effective change management" - is the |
| There are 3 main reasons for the astonishingly | | | | main thing that project teams would do |
| high 70% failure rate of ALL business change | | | | differently on the next project. |
| initiatives: | | | | (2) Top management of teams and the their |
| 1. The gap between the strategic vision and a | | | | projects means they were more likely to |
| successful programme implementation and the | | | | complete their project at or above expectations. |
| lack of a practical change management model and | | | | (3) The planning stage, was universally regarded |
| tools to bridge that gap. | | | | as the most important phase in the project - |
| 2. The "hidden and built in resistance to change" of | | | | because this was where scope and roles were |
| organisational cultures, and the lack of processes | | | | defined. |
| and change management methodologies to | | | | (4) The primary obstacle to a successful |
| address this. | | | | implementation was resistance to change. This |
| 3. Failure to take full account of the impact of the | | | | was mentioned 6 times more that any other |
| changes on those people who are most affected | | | | factor. |
| by them i.e. the absence of good strategies for | | | | Clearly the single biggest reason for the |
| managing change. | | | | astonishingly high 70% failure rate has been the |
| Prosci is the recognized leader in business process | | | | over-emphasis on project process rather than the |
| design and change management research, and is | | | | people aspects - the failure to take full account of |
| the world's largest provider of change | | | | the impact of change on those people who are |
| management and re-engineering toolkits and | | | | most impacted by it. |
| benchmarking information. [This is not a | | | | Closely allied to that reason is the lack of process |
| commercial - I'm just establishing their credentials!] | | | | to directly address the human aspects of change. |
| They are the publishers of "Prosci's Best Practices | | | | Properly applied, this is exactly what the holistic |
| in Business Process Re-engineering and Process | | | | and wide view perspective of a programme |
| Design" which is based on research with 327 | | | | based approach to change management will |
| organisations world-wide. | | | | deliver. |
| The objective of this study is to provide real-life | | | | |