Why do so few changes lead to the desired results? Why is it that many significant investments just run out of steam and give poor results or just bring about short-term improvement? Through surveys, we have asked hundreds of managers what has actually been achieved by change processes in their organizations. Just under half of all the change projects are perceived to lead to the expected results. A major service company has told us that perhaps 25% of all their initiated change projects led to a satisfactory result.
It is also notable that many managers feel insecure in their role as change managers, and are uncertain of the scope of their mandate as well as their responsibilities. Some find it difficult to reconcile this kind of work with the ongoing operations. This vivid picture from the real world of managers has inspired us to develop a mindset, tools, methods, and pedagogy to promote change processes and to ensure lasting results. In our approach, we emphasize the necessity of the collaboration that must take place between the intentions of the change and the prevailing organizational culture.