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It’s Time to Abolish the 70% Change Failure Rate Statistic

Change Starts Here

He also found in the same set of research that only 10% of executives said their change programs were completely/mostly unsuccessful. And notice the number is based on the opinion of executives, and not an actual study tracking projects over time to see if they actually achieved their goals.

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Add Women, Get Smarter: What’s the Deal with Social Sensitivity?

First Friday Book Synopsis

Anderson (New York City) for The Glass Hammer, an online community designed for women executives in financial services, law and business. Here is an excerpt from an article written by Melissa J. Visit us daily to discover issues that matter, share experiences, and plan networking, your career and your life.”

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The Soft Things that Make Mergers Hard

Harvard Business Review

As Jim Champy says of major organization change, "One of the things I always look for is the appetite for change. Realize that individual executives will differ in their speed profiles as well, which can easily drive high-level divisions in the way that a merger or initiative is imagined and executed.

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Stop Using the Excuse “Organizational Change Is Hard”

Harvard Business Review

Hughes traces the mythical 70% failure rate back to the 1993 book Reengineering the Corporation , in which authors Michael Hammer and James Champy stated: “our unscientific estimate is that as many as 50 percent to 70 percent of the organizations that undertake a reengineering effort do not achieve the dramatic results they intended.”

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Where Have All the Process Owners Gone?

Harvard Business Review

Process gurus such as Michael Hammer , Jim Champy , Geary Rummler , and Alan Brache have long maintained that companies must appoint process owners to ensure that processes are improved across functions. Monitoring process key performance indicators (KPIs) and keeping top executives apprised of how processes are performing.

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