Why do so Many Change Processes Fail?

Why Change Efforts Not Succeed
Jaap de Jonge, Editor, Netherlands

Thank you James for your interesting topic. I think this very much behind Kotter's thinking with his eight reasons and phases why many change processes don't succeed.
Also take a look at our competence center about Resistance to change which has a lot on how we can avoid and manage such resistance.

Why Change Efforts Fail
Gregory Johnson, Coach, United States, Premium Member

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Change Processes are CONTINUOUS
Steven Cooke

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Camel and Thorn Analogy for Resistance of Change
srinivas, Lecturer, India, Member

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Who are the Informers of the Change Processes?
Fernando Rodriguez, Project Manager, United States, Member

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Risks in Change Process not Addressed
Kartikeyan, Manager, India, Member

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Why So Many Change Processes Fail
Graham Williams, Management Consultant, South Africa, Premium Member

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The Need for Flexibility in Change Processes
Armando Aramayo, Business Consultant, Peru, Member

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Culture is Difficult to Change
Henry, Manager, Hong Kong, Member

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The Current System at Least Works to some Extent…
Bernhard Keim, Business Consultant, Germany, Premium Member

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Key Role of Communication
patricia lucki, Consultant, Guatemala, Member

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The Change has to be Integrated in the Organization
Connie James, Professor, Member

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Resisting Change is Rational
Bernhard Keim, Business Consultant, Germany, Premium Member

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Why So Many Change Processes Fail
Graham Williams, Management Consultant, South Africa, Premium Member

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What's in it for Me…
Sridhar Gopal, Management Consultant, India, Member

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Back to Basics of Motivation
Norman Dragt, Netherlands, Member

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Resistance To Change is Exaggerated
Oshun, Grace Okaima, Lecturer, Nigeria, Premium Member

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We are Afraid of Change!
Faris Babouri, Coach, France, Member

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Lack of Readiness for Change and Mindfulness
Muhammad Ali, Student (Other), Pakistan, Member

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Embrace Resistance
Mark Kelly, Manager, Australia, Member

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Why do So Many Change Processes Fail?
Soma Pillay, Manager, United Kingdom, Member

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Do not be Naive in Change Management
Pramod Kumar Gupta, India, Member

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The Objective Needs to be in the Interest of the Organization
M P SINGH, CxO / Board, India, Member

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Why Projects Fail
Patrick Parsons

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Why so Many Change Processes are Failing?
Isaiah Maisiba, Accountant, Kenya, Member

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Change versus Changing
Rob Powys-Smith, Analyst, United Kingdom, Member

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Change is Inevitable
T V N Murthy, Entrepreneur, India, Premium Member

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The Culture of your People
Daniel Lopez, Argentina, Member

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Is 'Change' an Institutional Value?
Vincent Miholic, Manager, United States, Member

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Why Corporate Change often Fails
Abraham Simpson, CEO, Nauru, Member

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Focus on Creating Understanding of the Need for Change
Damodaram Kuppuswami, Consultant, India, Member

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Involve People in the Change and in its Goals and Activities
EDGAR SARRIA CAMPO, Teacher, Colombia, Member

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Sustain the Intended Changes
Andyson Mupeta, Student (MBA), Zambia, Member

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Sustaining the Change Process
Isaiah Maisiba, Accountant, Kenya, Member

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Factors Explaining Failing Change Efforts
Abdourahmane DIOP, Management Consultant, Senegal, Member

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Change is Hard When Rigidity is the Norm
Love Lonnroth, Management Consultant, Sweden, Member

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Real Management Support for the Change Effort is Required
Steven Cooke

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Candour is a Must in Change
David Harland, Consultant, United Kingdom, Member

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Many Blocks to Change..
Lloyd Lawrence, Manager, Australia, Member

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Why a Change Process Fails
Neilson Asiedu, Strategy Consultant, United States, Member

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Change Stress and Cognitive Impairment
David Harland, Consultant, United Kingdom, Member

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Why do So Many Change Processes Fail?
Omondi, Manager, Kenya, Premium Member

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Toyota's Success
Lloyd Lawrence, Manager, Australia, Member

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The Key is the Inside and Emotions of Human Beings
Alan, Student (University), China, Member

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Change and Personal Pay-Off
Maurice Hogarth, Consultant, United Kingdom, Member

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