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

Emerging inquiries54 per cent of projects failed to deliver on the planned-for functionalitywith an average shortfall of 7 per cent of original specification;9 per cent of projects were abandoned.Prosci Research (2007) found that 20 per cent of change managementprojects exceeded objectives and 40 per cent met their objectives, leaving40 per cent only partially or failing to meet objectives; 56 per cent ofprojects were behind schedule which included 17 per cent far behindtheir schedule. Almost 25 per cent were slightly over budget, with nearly10 per cent well over budget. What they also found, however, was a clearlink between excellent change management practices and meeting ofobjectives, timescales and budgets.When change goes rightHiatt and Creasey (2003) of the Change Management Learning Centerhighlighted findings from three Prosci Research studies (www.prosci.com).These studies looked at change management in more than 400 companiesworldwide and found that the greatest contributors to success were:1. effective sponsorship from senior management in terms of activevisible support, ongoing support throughout the life of the initiative,acting as role models for the change, communicating and beingambassadors for change;2. buy-in from front-line managers and employees which got thechange moving and kept momentum going;3. continuous and targeted communication throughout the project.This would be tailored in depth and breadth to the different interestedcommunities;4. an experienced credible team who maintained good internal workingrelations and also networked into the organization;5. a well-planned and organized approach which is suited to the typeof change being managed.One of the most striking conclusions to draw is that employees need tohear about change from two people – the most senior person involved334