Strategies For Managing Change - 9 Failure Reasons That You Can Avoid

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					?A review of the history and literature of strategies for managing change shows these
9 reasons for programme failure:

(1) Lack of board level support - The change programme is holed below the waterline
if it doesn't have the support of directors and senior management - and is seen to have
their support.

(2) "Here's one we did earlier" - Any attempt at a top-down, imposed
"packaged-solution" that doesn't capture people's support will sink without trace.

(3) "Shuffling the deckchairs" - If the change is seen by people as simply "shuffling
the deckchairs on the Titanic", then like the Titanic, the programme will slip beneath
the icy waves of peoples cynicism and indifference. People need to believe in what
they are being told and not to just see it as yet another organisation restructure
exercise to justify senior management's existence.

(4) Lack of leadership - The initiative needs a programme director with a
transformational leadership style who is leads from the front - and is seen to be doing
so and who totally owns the programme. If this role is not fulfilled - then the change
management programme will fail.

(5) How people see the change initiative - People need to see what the change
programme is all about and why it is necessary. They need to feel some form of
connection with the reasons for the change and what is hoped to be achieved by it.
They need to feel that it is worthwhile and necessary and something they are broadly
in agreement with and that they can support.

(6) Lack of trust - People are sick and tired of reorganisations and restructurings and
all of the insecurity that this engenders. Senior management and especially the
programme director need to create an atmosphere of trust - otherwise fear and
mistrust will have a corrosive effect and jeopardise the change management initiative.

(7) Under-resourced - It essential to the delivery of successful strategies for managing
change that they are fully resourced with with the necessary people, training, time and
budget. An under-resourced programme sends the message that senior management
don't really care and haven't really thought it all through. So if "they don't care - then
why should we?".

(8) Change resistance - If the impact of the change management initiative hasn't been
fully defined and explained to those people who are most affected by it, then it is very
likely that they will resist the change. If the company has a history of "deck chair
shuffling" then the level of negativity and resistance will increase.

(9) Unrealised benefits - if the processes of defining, managing and realising the
benefits of the change are not handled properly, then the new capabilities may not be
fully utilised or sustained. It is the role of senior management - via the programme
director - to ensure that this is fully managed from the outset of the change
programme

				
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