TCR — One of the staples of our business in the past has been managing large scale change management programmes. In particular the ‘change & engagement’ workstreams.
Generally speaking change programmes fail because they are not properly communicated through the organisation. People are not involved in making them work, and so the new practices or structures simply do not take hold.
We have seen many, many programmes announced in great fanfare that will ‘change the way we do business’, only to disappear into the air.
There are a few key requirements for successful change programmes and they include things like an agreed scope, strong high-level sponsorship and quality governance.
Research with CEOs repeatedly says, when they are asked what they would have done differently after a significant business change programme, that they would have focused on communications more.
We couldn’t agree more.