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Debunking the myths of organizational change management

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Over the past 15 years, we have studied 250 major change initiatives at more than 150 organizations, including dozens of Fortune Global 500 corporations. We have collected data from more than 850,000 employees, from front-line staffers through leadership at all levels. The resulting analysis of that dataset—representing the cumulative wisdom of experienced change travelers—has dispelled many long-held myths about organization change. It has brought new insights to help leaders and the workforce of the future embark on insight-driven change. Learn more at http://www.accenture.com/MythsofChange

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  • Njce! Thanks for sharing.
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  • Why Consulting Can`t Help: http://www.slideshare.net/ishmelev/big4fail
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  • I think a greater discussion around this stems from the rigid software systems that companies use that hinder change and limit innovation. Luckily I work for an amazing company that allows for complete configurability and can be customized to reflect a unique business process. Not only initially at the implementation phase but can also be changed as processes/operations change. Let's work like it's 2016 (2017)
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Debunking the myths of organizational change management

  1. 1. Debunking the myths of organizational change management
  2. 2. 2Copyright © 2015 Accenture All rights reserved. Moving beyond myths Accenture Change Tracking • 15+ years of research • 250 change initiatives • 150 organizations • 50 industries • 25 countries • 850,000+ employees The largest base of empirical change research data ever developed dispels conventional myths about organizational change Copyright © 2015 Accenture All rights reserved. 2
  3. 3. 3Copyright © 2015 Accenture All rights reserved. Myth: Change is a straightforward process that moves from A to B to C―from the beginning of an initiative to its end Our research: Change is a non-linear process with no beginning and no end Many change programs take circuitous routes, sometimes backtracking and often become stuck. Change programs do follow predictable pathways however, whether through actions that lead to failure or towards success. Our multi-dimensional change map and navigation tools capture this predictability.
  4. 4. 4Copyright © 2015 Accenture All rights reserved. Myth: Too much change, too fast, is destructive Our research: The highest-performing groups have more change taking place at a very fast pace The highest-performing organizations thrive on change. They have more change taking place – 30 to 50 percent initially – and at a faster pace than lower-performing counterparts. They have a strong capability to drive ongoing change and achieve greater benefits.
  5. 5. 5Copyright © 2015 Accenture All rights reserved. Myth: Change causes organizations to go off track Our research: Change does not cause organizational dysfunction, it merely exposes it 85 percent of groups with change programs that had gone off track had major underlying issues before implementing their initiative. People blame change initiatives for their problems, but a dysfunctional culture and behaviors are typically ingrained in the organization prior to the implementation of change.
  6. 6. 6Copyright © 2015 Accenture All rights reserved. Myth: Change solutions can be boiled down to a handful of simple rules Our research: Successful change requires a complex, coordinated strategy of actions sustained across time Change is among the most complex organizational processes. Leaders should accept this complexity as an integral part of their change initiatives, and plan coordinated actions sustained across periods to ensure success.
  7. 7. 7Copyright © 2015 Accenture All rights reserved. Myth: Change is driven from the top down and is resisted by middle management Our research: Change leadership radiates out from the center, starting with leaders and teams who want to change and eventually reaching every corner of the organization The role of the business unit leader―sitting between corporate and team leadership―plays the most significant role in implementing change, delivering business benefits and ensuring ongoing business performance remains high.
  8. 8. 8Copyright © 2015 Accenture All rights reserved. Myth: Business performance will dip during the early stages of change Our research: Business performance generally increases throughout a change program For high-performing groups, business performance—cost management, customer service levels, and effectiveness—rises continuously from the start of a change initiative to its end.
  9. 9. 9Copyright © 2015 Accenture All rights reserved. Myth: People must suffer through the ‘valley of despair’ as a normal part of change Our research: People do not have to experience negative feelings as part of the change process In high-performing groups, positive feelings and emotions such as passion and drive remain high through all stages of a change program.
  10. 10. 10Copyright © 2015 Accenture All rights reserved. Myth: People need to understand changes before committing to them Our research: While this progression is true for the lowest-performing groups, it is reversed for high performers In high-performing groups, trust in leadership is so high that people are willing to get on the bus even before they know where it’s headed. They first commit emotionally and are happy to find out where they are going, as they move along.
  11. 11. 11Copyright © 2015 Accenture All rights reserved. Myth: All change can be managed effectively by applying universal best practices Our research: A one-size-fits-all approach to change will generally fail Organizations often manage change by focusing on a few factors that have produced results in the past. But there is no such thing as a single list of actions or interventions, a single sequence of events or a single method that will apply in all situations, or at different stages of the same initiative.
  12. 12. 12Copyright © 2015 Accenture All rights reserved. Myth: Organizations achieve the best results by focusing on communication, training, team leadership, and accountability Our research: Other factors that are hidden and difficult to define have a greater impact on the outcome of a change initiative Vision and direction – building understanding and gaining agreement – is by far the most important factor in realizing benefits from a change program, 3 to 4 times as important as any other intervention. To drive improvements in business performance, the most important factors are business leadership, systems and processes and passion and drive.
  13. 13. 13Copyright © 2015 Accenture All rights reserved. Myth: Charismatic and empathetic leaders build trust through the quality of their one-to-one relationships Our research: One-to-one trusted relationships are necessary but not sufficient. A system of trust is needed at multiple levels of leadership. High-performing groups build a ‘trust grid’ where each level of leadership is dependent on other levels and the trust holds together in an interrelated series of actions. The synergistic effect of collective leadership goes well beyond what is possible from a single level of leadership acting in isolation or in one-to-one relationships.
  14. 14. 14Copyright © 2015 Accenture All rights reserved. Myth: Focusing on emotions does not lead to business outcomes. Ignore them and get on with the tasks at hand Our research: Both positive and negative emotions have a huge impact on the benefits realized from a change program High levels of fear and frustration can result in a decline in benefits realized by more than 20 percent, while a high level of passion and drive can lead to an increase of 50 percent. These differences can translate to millions of dollars to the bottom line.
  15. 15. 15 Find out more: Read ‘Turning change upside down’ at: www.accenture.com/MythsofChange Read about ‘Big Change, Best Path’ at: www.accenture.com/BigChangeBestPath For more information contact: changetracking@accenture.com Copyright © 2015 Accenture All rights reserved. 15
  16. 16. 16 Join the conversation @AccentureStrat #workforceofthefuture #insightdrivenchange About Accenture Accenture is a leading global professional services company, providing a broad range of services and solutions in strategy, consulting, digital, technology and operations. Combining unmatched experience and specialized skills across more than 40 industries and all business functions—underpinned by the world’s largest delivery network—Accenture works at the intersection of business and technology to help clients improve their performance and create sustainable value for their stakeholders. With more than 358,000 people serving clients in more than 120 countries, Accenture drives innovation to improve the way the world works and lives. Visit us at www.accenture.com. About Accenture Strategy Accenture Strategy operates at the intersection of business and technology. We bring together our capabilities in business, technology, operations and function strategy to help our clients envision and execute industry-specific strategies that support enterprise-wide transformation. Our focus on issues related to digital disruption, competitiveness, global operating models, talent and leadership helps drive both efficiencies and growth. For more information, follow @AccentureStrat or visit www.accenture.com/strategy. Copyright © 2015 Accenture All rights reserved. 16

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