cameron and green making-sense-of-change-management

Miller (2002) summarized the findings of a number of inquiries into thechange process:Only three out of four change initiatives give the return on investment thatleadership forecast… most independent research shows change failure ratesrunning at about 70 per cent. In other words, only about three out of everyten initiatives give return on investment that leadership forecast… seven outof ten change efforts that are critical to organizational success fail to achievetheir intended results.Independent IT research firm Gartner Group (2000) reports that for majornew corporate systems implementations:28 per cent are abandoned before completion;46 per cent are behind schedule or over budget;The right way to manage change?80 per cent are not used in the way they were intended to be or notused at all six months after installation.In terms of the emotional fallout that change can produce, a recentMcKinsey’s survey (2006) suggested that only 6 per cent of changemanagement projects were completely successful and 32 per cent‘mostly’ successful; the range of negative emotions were as follows: 44per cent of people were anxious, 22 per cent confused, 23 per cent frustratedand 24 per cent fatigued. And that was for the successful projects.Figures for the unsuccessful projects were even higher.A Computer Weekly Project/Programme Management Survey (2003)looked at over 1,000 IT projects across the UK and accessed their successand failure rates. The survey was led by Chris Sauer and ChristineCuthbertson of Oxford University’s Templeton College, and sponsoredby change management consultancy the French Thornton Partnership.They found that:16 per cent of IT projects examined in the survey met all their targetsof budget, time and scope;55 per cent of projects were completed on time with an average ofoverrun of 23 per cent;41 per cent were completed on or within budget with an averageoverrun of 18 per cent;333