The Ken Blanchard Companies asked 400 leaders why they thought their change initiatives ended up with less-than-stellar results. Overwhelmingly, these executives felt the main cause for failure was poor execution.
Where do most organizational initiatives wind up?
- Bad Plan - Good Execution: 13%
- Good Plan - Good Execution: 4%
- Bad Plan - Bad Execution: 8%
- Good Plan - Bad Execution: 74%
Based on research, Blanchard believes the fastest way to defuse resistance to change and improve execution is by using a high involvement change strategy. Involve people in the change process—including what it will look like and how it is implemented—provide them with information to allay their concerns, and give them a chance to dialogue and influence the process.
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