Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Stop improvising change management!

Stop improvising change management! Purpose – A major IBM consulting survey finds that most CEOs consider themselves and their organizations to be executing change poorly. In contrast, there are a few out‐performers (top 20 percent) who are the change masters. The paper seeks to analyze why most companies are managing change poorly while those few are doing it well. Design/methodology/approach – The IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 practitioners worldwide. IBM conducted surveys and face‐to‐face interviews with project leaders, sponsors, project managers and change managers from many of the world's leading organizations. Findings – The study finds that change management is at a turning point: from an art to a professional discussion; from improvisation to a richer, more systematic approach, based on clear empirical perspectives on what works and what does not. Practical implications – Although many practical insights – about closing the “change gap” – were identified, the real message is that companies can no longer justify or afford an improvised approach to change management. Originality/value – The Making Change Work study shows that executing change well remains the exception, though it is certainly an achievable goal. The research with practitioners revealed practical insights about closing the change gap – including the insight that “soft,” people‐related factors typically present greater challenges than hard, technology‐related factors that are generally easier to identify and measure. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

Stop improvising change management!

Download PDF
7 pages

Loading next page...
 
/lp/emerald-publishing/stop-improvising-change-management-fRwLW2LWvA

References (0)

References for this paper are not available at this time. We will be adding them shortly, thank you for your patience.

Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
1087-8572
DOI
10.1108/10878570910941217
Publisher site
See Article on Publisher Site

Abstract

Purpose – A major IBM consulting survey finds that most CEOs consider themselves and their organizations to be executing change poorly. In contrast, there are a few out‐performers (top 20 percent) who are the change masters. The paper seeks to analyze why most companies are managing change poorly while those few are doing it well. Design/methodology/approach – The IBM Global Making Change Work Study explored differences in how change was implemented by over 1,500 practitioners worldwide. IBM conducted surveys and face‐to‐face interviews with project leaders, sponsors, project managers and change managers from many of the world's leading organizations. Findings – The study finds that change management is at a turning point: from an art to a professional discussion; from improvisation to a richer, more systematic approach, based on clear empirical perspectives on what works and what does not. Practical implications – Although many practical insights – about closing the “change gap” – were identified, the real message is that companies can no longer justify or afford an improvised approach to change management. Originality/value – The Making Change Work study shows that executing change well remains the exception, though it is certainly an achievable goal. The research with practitioners revealed practical insights about closing the change gap – including the insight that “soft,” people‐related factors typically present greater challenges than hard, technology‐related factors that are generally easier to identify and measure.

Journal

Strategy & Leadership – Emerald Publishing

Published: Mar 6, 2009

Keywords: Change management; Behavioral modification; Organizational change; Networking; Employee involvement

There are no references for this article.