Why change programmes fail
By Mark Eaton (February 2010 Issue)
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Do change programmes fail? With so many organisations failing to improve performance successfully – often despite massive financial and time investments – maybe it is better to ask whether they were ready to make the changes in the first place.
These problems are not just occurring in naive organisations that employ incapable people. We can be sure of this partly because naive organisations tend not to survive long enough to need to implement further changes. So what could be going wrong?
These problems are not just occurring in naive organisations that employ incapable people. We can be sure of this partly because naive organisations tend not to survive long enough to need to implement further changes. So what could be going wrong?
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Articles from this Issue
- Editorial
- Online opinion
- Opinion Peter Honey
- Across the pond
- Opinion Tricia Hartley
- Opinion Hugh Greenway
- Opinion Alan Tuckett
- Opinion Martyn Sloman
- Opinion Francis Marshall
- Viewpointy Robert Gillan
- TJ update
- Figuring e-learning out
- Adaptive intelligence
- Making learning personal
- How to make the most of role modelling
- Climate change and peak oil – responding to the big challenges
- Mending a broken team
- Possible futures for learning and development
- Towards organisational development
- Why change programmes fail
- Women and workplace politics
- Backing the winner in you
- A question of coaching
- Tools of the trade
- Tools of the trade at work
- Taking the team seriously
- Reviews
- Net check
- Instructional design
- Learning about e-learning
- In the mix
- Hints & tips
- Treading the boards