6 reasons why organizational change fails
Bill McCarthy of Penna consultants addresses six common reasons why organizational C. fails and suggests an approach that focuses on people within a “before, during and after” timeframe.
McCarthy's 6 reasons why organizational C. fails are:
- People planning comes last (Organizations plan the financials, the operations, the marketing and selling, but few plan the people dimension).
- The role of managers is disregarded (while they are pivotal for winning hearts and minds)
- Communication fails to win hearts and minds (too mechanical; leaders' passion and the vision for the future not communicated)
- Individual agendas are ignored (failing to address the “what’s in it for me?” agenda)
- Engagement isn’t measured (You’re then unclear about the support they need until it’s too late and productivity and profitability already suffer)
- Lack of a project manager (Inadequate project M.)
In order to deal with these frequently made mistakes, McCarthy suggests an organizational C. approach with a focus on people within a “before, during and after” timeframe in three layers (levels) of activity: the organization as an entity, the managers; and the individuals.
The rest of McCarthy's (email@example.com) article can be found in Strategic HR Review (Volume 4 Issue 1 November/December 2004).