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How to Implement Organizational Change Between 50 and 70 or organizational change efforts fail Hammer Champy - Reengineering the corporation 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 Having practiced in this area for more than a decade now 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 create a dichotomy It is our assertion that failed change efforts did not succeed because the demands of the present became too overwhelming to allow the necessary focus on the long term The result of course is that when people are confronted with the opportunity of changing their organization the most immediate reaction is BOHICA - For those unfamiliar with the term let me just say that the last four letters mean Here It Comes Again So the question arises - how do you really implement complex organizational change In our experience the only escape from implementation failure due to the demands of the present is the ap-plication of a systematic rigorous and step-by-step approach to the subject Over the last decade we have found several common traits in change efforts that actually produced the required change By-the-way you may want to get hold of the seminal Harvard Business Review Article by Kotter entitled Leading organiza-tional Change We recommend the following steps to our clients in most cases the specifics will naturally be different in each case depending on the situation Step 1 Executive Alignment First of all you need to ensure that ALL the members of the executive team who are affected by the change or who will be are aligned on what the outputgoals of the change ought
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