This briefing looks at a paper just published in the new peer reviewed journal the International Journal of HRD Practice, Policy and Research.
It has some useful messages about the causes of failure in change. However, it starts with the assumption that 70% of all organisational change programmes fail, which as members will know isn’t actually true. Anyway regardless of this problem, the paper does have some interesting insights into organisational change and, when it does fail, what might be causing any failure.
They cite examples of change failure like DHL experiencing a crisis as a direct result of such programmes failing to achieve their aims. The same stories also report on senior management being fired or resigning as a result of the change programmes taking too long or not meeting their objectives.
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