Change Management - Changing business for good

According to Harvard Business School professor John Kotter, the reason many change initiatives are unsuccessful is that they fail to establish a sense of urgency. The current economic crisis provides the perfect burning platform.

July and August 2009: The Economist Intelligence Unit (EIU) interviewed more than 500 senior executives in Europe and the United States. What were the objectives? To assess the degree of change that firms have been experiencing since the onset of the economic crisis, and how they are handling its internal consequences. Identify shared obstacles leaders face when executing change. And – crucially – gauge the critical factors involved in making change work tomorrow as well as today.

This is the second in its annual series of reports on change, sponsored by Celerant Consulting.

A unique opportunity
Most Change initiatives fail

But, Yours don’t have to! Celerant Consulting is among the Top 5 best positioned consulting firms for Organizational Operations Management in 2009. The survey reveals that only one-third of change initiatives were a clear success (more than three quarters) over the last 5 years.

How can the success be achieved
Report Quotes
In a typical large change programme, it is not a matter of sending out the new organisation chart or the new budget or the new strategy with a few projects. It is about changing people’s behaviour, often a lot of people, and this is not trivial. - Professor John P Kotter, Harvard Business School