Comments on: Interview: Debunking the 70% Failure Rate of Change Initiatives

By: Eduardo Muniz

Eduardo Muniz — Fri, 01 Sep 2017 00:56:16 +0000

Any one cares sharing experiences of Change initiatives that have been deployed in sustainable fashion? I am interested. Thanks in advance

By: Martin Fenwick

Martin Fenwick — Wed, 22 Jan 2014 01:09:33 +0000

In my experience many change programmes don’t deliver what they could but they certainly deliver something. Getting clients to establish clear outcomes measures (how will we know) is always a problem and some of these are often weak. On the other hand some have rediculous expectations of when outcomes will be achieved by or the degree of impact assumed. The problem with the 70% fail stat is it’s perceived black and white absoluteness in the minds of many (fail equating to nothing changing). If the stats were shown as 70% delivered 80% of what they set out and 90% of those said that the remaining 20% will just take longer! then it would be a more useful stat. I still think its a useful stat to consider for many organisations as it makes them question whether they are equipped for change and test that by getting outside resource.

By: Heather Stagl

Heather Stagl — Tue, 21 Jan 2014 20:40:35 +0000

Just to clarify: the quote, “If you want truly to understand something, try to change it,” was by Kurt Lewin.

By: Margaret Ann maxwell

Margaret Ann maxwell — Tue, 21 Jan 2014 20:12:50 +0000

Hi
I have researched this theory as one of the main aspects of my PhD and found very little proper evidence of ‘failure’. How it was defined, categorised, managed, measured etc. most blaze statements were sensationalisation. I truly believe that if 70% of all transformation projects failed there would be no point in transforming! And yet we continue to develop, evolve and improve our businesses. I am not saying that all transformations are as effective or as successful as they could be, in fact most of what I have seen has significant room for improvement. However, if we were to wait for the perfect scenario, the perfect business or perfect processes we may never move forward.
If measuring success then truly benchmark, have measurable targets and take time to reflect on what these targets were and how far the business has come. Take into consideration how the business may have moved or changed during the project and the effect this also had on the initial strategy.
The world does not stop because your organisation is in the midst of a transformation. Success can be viewed as changing with the short term competitive advantage wave and still delivering the project whilst improving your business. I could go on but will take leave.
I would be interested in other views