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

Change Starts Here

” One quote that never seems to be mentioned is this follow up in 1995, where Michael Hammer said: “In Reengineering the Corporation , we estimated that between 50 and 70 percent of reengineering efforts were not successful in achieving the desired breakthrough performance. .” ” How do they know?

Kotter 143
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Stop Using the Excuse “Organizational Change Is Hard”

Harvard Business Review

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
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The Soft Things that Make Mergers Hard

Harvard Business Review

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. Educate leaders about the different pacing needs within their organizations.

Champy 14
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Should You Gamble on Your Company's Leadership?

Harvard Business Review

This motto is vastly more ambitious than the previous one — to educate leaders who "make a decent profit — decently" — and ambition, as Nitin Nohria (now HBS's Dean) and James Champy wrote in The Arc of Ambition , is usually a valuable quality. Such big changes are leaps into the unknown — always.

Company 15
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Where Have All the Process Owners Gone?

Harvard Business Review

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