Change Starts Here

JUNE 3, 2014

” 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

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. Our biases toward failure is wired into our brains.

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. What is needed is a mental model to frame the otherwise vague label of "culture."

Champy 12

Champy Engineering Maturity Guidelines 12

Harvard Business Review

OCTOBER 17, 2012

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.

Company 13

Company Champy Merton Leadership 13

Harvard Business Review

JANUARY 7, 2011

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. But I also tell them they must address the issues I mention above to have a chance at being successful.

Process 15

Process Champy Competitive Advantage Hammer 15