How to Implement Organizational Change

"Between 50 and 70% or organizational change efforts fail" (Hammer & Champy, 1993). In light of this statement from the "inventors" of reengineering it is not surprising that the concept is being met with a certain amount of apathy and disdain these days. It is becoming increasingly clear that organizations are very capable of designing change but less capable of implementing that change. Furthermore, it is clear that short-term organizational pressures and long term organizational change frequently …

…improvements. Many organizations declare victory far too early. Someone must be placed in charge of the change. This would be a kind of a project manager who oversees that everything is on schedule, that new required systems are put in place and so on. Often this person be-comes invaluable to the organization. While it is correct that many reengineering efforts fail, they can also be gigantic successes. The key is a systematic and step-by-step approach.