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It’s Time to Abolish the 70% Change Failure Rate Statistic

Change Starts Here

In 2011, Mark Hughes of the University of Brighton wrote about his research into the source of the statistic in The Journal of Change Management: Do 70 per cent of all organizational change initiatives really fail? .” Measuring ourselves with a failure rate ignores the fact that change is a discovery process. million results.

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Buy-In – The Imperative Strategy

Strategy Driven

This idea is supported by Harvard Business School Professor John Kotter, authority on leadership and change, who finds that in order to succeed, 75% of the company’s management, needs to ‘buy into’ the change. Make sure there are no surprises, always reach out to stakeholders so they don’t hear it from someone else.

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Benefits of Debriefing

Strategy Driven

They call it the Stealth Debrief process… providing a simple means of analyzing root causes while also yielding actionable lessons and addressing organizational weakness while empowering and reinforcing strengths. First, there are the discrete, tangible products that emerge directly from the debrief process. Authors James D.

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Top 16 Books for Human Resource and Talent Management Executives

Chart Your Course

Sinek entered mainstream business awareness with his TED talk, in which he introduces a deceptively simple model called “the golden circle” made up of three layers: What (Product), How (Process), and Why (Purpose). Drive: The Surprising Truth About What Motivates Us (2011). By Daniel H. Leading Change (1995).

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How to Get Health Care Employees Onboard with Change

Harvard Business Review

Twenty years ago, John Kotter pegged the failure rate at 70% and the needle hasn’t moved much since. This is the story of what we did to turn that around by involving our people in our organizational change process in a much deeper and more meaningful way. Organizational transformation is notoriously difficult. Insight Center.