Change Starts Here

JUNE 3, 2014

You don’t have to be in or near the field of change management long before you hear a daunting statistic: 70% of change initiatives fail. It’s mentioned in passing as a fact in most change management books and articles nowadays. A few of these corporate change efforts have been very successful.

Kotter 143

Kotter Champy Hammer Short-term 143

Harvard Business Review

JULY 19, 2017

But the problem with this attitude, which permeates all levels of our organizations, is that it equates “hard” with “failure,” and, by doing so, it hobbles our change initiatives, which have higher success rates than we lead ourselves to believe. .” On the surface, this is true: change requires effort.

Champy 8

Champy Hammer McKinsey Participative 8

Harvard Business Review

JULY 12, 2011

Numerous commentators have targeted culture and "soft" interpersonal issues as an important contributor of M&A success or failure. As Jim Champy says of major organization change, "One of the things I always look for is the appetite for change. By predicting this conflict, managers could have avoided or mediated its fallout.

Champy 12

Champy Engineering Maturity Guidelines 12

Harvard Business Review

JANUARY 7, 2011

When organizations set about improving the way the way they work, the natural tendency is for them to do it within functions. Process gurus such as Michael Hammer , Jim Champy , Geary Rummler , and Alan Brache have long maintained that companies must appoint process owners to ensure that processes are improved across functions.

Process 15

Process Champy Competitive Advantage Hammer 15