Bristol , United Kingdom (PressExposure) November 18, 2009 -- So why do 70% of ALL business change management initiatives fail to deliver the promised benefits? Why such a high failure rate? And how can you avoid it?
In the current climate, the only certainty is that there is no certainty. This means change. Forced change. Reactive change. Planned change. Now - getting it right is business critical.
According to Stephen Warrilow, the MD and creator of a new informational website for directors managing change: "The single biggest reason for the astonishingly high 70% failure rate of ALL business change initiatives has been the over-emphasis on process rather than people - the failure to take full account of the impact of change on those people who are most impacted by it."
"Closely allied to that reason is the lack of process to directly address the human aspects of change."
As Stephen points out, even business guru Michael Hammer arch proponent of Business Process Reengineering now concedes that: "... the human side is much harder than the technology side and harder than the process side. It's the overwhelming issue."
So what is change management?
"At root, change management is about process and people. But even process is just about people doing stuff... so ultimately it's all about people - and processes that work for people."
How value does this website add?
"My intention with this website is to give directors practical, proven strategies for leading their people through change together with the supporting change management processes, then showing them how to translate vision and strategy into actionable steps so they can show their people exactly what is required of them. "
Who is it targeted at?
"This site is primarily and specifically created for and targeted at the non-expert director of an organisation with 200 - 2000 employees [i.e.mid-range corporates] - or the director of a division or subsidiary of a corporate."
"In this site we draw a clear distinction between change that can be absorbed within 'business as usual' i.e. incremental change; and change that needs to be handled as a specific initiative outside of "business as usual" i.e. step change. The major focus of this site is how to manage step change - however the broader principles apply to incremental change as well."