Marketing-Generics | Knowledge Base | Change Management

Knowledge Base | Change Management

Marketing Generics Application Note:

The Pre-Conditions for Successful Change in Organisations

Many organisations recognise the need to change, and want change to happen. But in practice many or most Change Management programmes or initiatives fail – it is often been assessed that 70% of Change Management programmes fail - so wanting change and achieving change are two very different things. Of course, most organisations can achieve incremental changes, such as changes to process and organisational structure without too much problem. But major change initiatives usually require radical, transformational change, and transformational change initiatives usually fail because they fail to work methodically through the necessary steps. But there is another key factor, which is that the basic pre-conditions do not exist or are not met. This document is intended to help those who are thinking about or who are about to embark on a major Change Management initiative, by determining whether the pre-conditions for change exist.

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Marketing Generics Application Note:

The Gold List of Change Management Sources

The Gold List of Change Management Sources attempts to provide a single list of sources for managers, researchers, academics, consultants and anyone seriously interested in the topic of Change Management.   It comprises many of the sources that we use when consulting, teaching, coaching and implementing Change Management. 

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Marketing Generics Application Note:

The Change Management Thinking Process

Change Management is notoriously difficult to do, or at least to do and get right.  Depending upon which source you read, between 67-80% of change programmes, whether big or small,  end in failure.   Whilst there are many textbooks and endless advice about how to implement change, many seem to focus on the human side or consequences of change, and how to manage the ‘soft’ side of change successfully.  Although the people side is clearly critical to the ultimate success of a change programme, it is relatively speaking somewhat downstream in the whole change management initiative, because however well you manage the people side, if you make the wrong decision and choices about ‘if’ you should change, and then ‘what’ and ‘how’ to change, then the whole change programme will unfortunately serve for nothing.  For this reason, we always start with the Change Management Thinking Process, which requires organisations to think through the fundamentals of change before they embark on any major change programme.  This Application Note explains the thinking process and why it's so important before starting any major change initiative  

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