Coaching People through Organizational Change

10

Making change stick

Introduction

Let’s return to the Hammer and Champy statistic cited in Chapter 1 – 70 per cent of change initiatives fail. So far, we have explored four ‘change challenges’ that commonly frustrate the delivery of organizational change. It is challenges such as these that often lead practitioners to focus their planning on the period leading up to the project go-live date and overlook the importance of what happens afterwards. This is a common oversight and a serious one – the weeks, months and even years post-implementation are when changes to peoples’ ways of working become embedded in an organization for the long term. This therefore becomes our fifth and final challenge – delivering sustained change, or ‘making change ...