Why Organizational Change fails
Most organizational change efforts take longer and cost more money than leaders and managers anticipate. In fact, research from McKinsey and Company shows that 70% of all transformations fail.
For many of the reasons I have written about in previous articles: A weak culture that isn’t aligned with the mission, lack of participation and buy-in, under-communicating a powerful vision, over-communicating a poor vision, not enough training or resources, and so on. But one very critical roadblock standing in the way of bringing a change vision to fruition is what I call change battle fatigue.
Change battle fatigue is the result of many elements such as past failures plaguing the minds of employees and the sacrifices made during the arduous change process. When a transformation is poorly led, fatigue can set in quickly. And not only do 70% of organizational transformations fail, but that failure rate may even be increasing. According to Protected content from IBM, the need to lead change is growing, but our ability to do it is shrinking. Hence why people often get discouraged and eventually give up. Even when companies make great strides during building a change culture and preparing for the change battle, fatigue can derail even the most valiant efforts for change.
When change efforts have failed in the past, people often grow cynical. They start to mutter under their breath, “Here we go again…” or “Here comes another flavor of the month…”
Guest speaker George Lupascu-Pruna
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