Leading: Sharing Accountability

Leading Blog

James Champy and Nitin Nohria cautioned us not to assume that no one else on the premises can match our own ambition, competence, and vision. We generally tend to drive managing down the organization, but not leadership. “As Uncertainty necessitates the need for finding more wisdom within our organizations. This can only be accomplished by creating a leadership mindset throughout the entire organization. It is shared accountability.

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

Change Starts Here

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. 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?

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Stop Using the Excuse “Organizational Change Is Hard”

Harvard Business

Most experts, for example, state that 70% of change efforts fail, but a 2011 study in the Journal of Change Management , led by the University of Brighton researcher Mark Hughes found that there is no empirical evidence to support this statistic. ” From that point on, Hammer and Champy’s “unscientific estimate” took on a life of its own. Psychology Organizational culture Change management Digital Article

The Soft Things that Make Mergers Hard

Harvard Business Review

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. Numerous commentators have targeted culture and "soft" interpersonal issues as an important contributor of M&A success or failure. While many analyses of failed mergers and other collaborations blame cultural differences, it is possible to be even more specific.

Where Have All the Process Owners Gone?

Harvard Business Review

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. The gurus have written detailed descriptions of how companies should establish the process owners, process councils, and other pieces of a formal process governance structure to manage their six to 10 core, cross-functional processes.