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70% Failure Rate: An Imperative for Better Change Management
Abstract
The McKinsey consulting group reports data that 70% of all change management efforts fail. A 30% success rate is troubling, particularly when considering the associated costs in the form of loss of competitive position, confidence of the workforce in leadership, and quality improvements and anticipated costs reductions. The ADKAR Model offers a contemporary set of tools to more effectively address change. [J Contin Educ Nurs. 2019;50(4):148-149.].
... However, bringing about organizational transformation through the introduction of some change models in an organization is a difficult task (Anderson & Anderson, 2001;Seipp, 2019). Many researchers (Burnes, 2005;Harung et al., 2009;Jones-Schenk, 2019) report that significantly large (70%) change initiatives fail to bring about the desired transformation in organizations. This is more pronounced in higher educational institutions where the culture of these institutions is a major obstacle to introducing large-scale rapid change initiatives. ...
The purpose of this study was to assess the contribution of mid and lower-level academic leaders in bringing about change readiness in the university. To this end, 180 academic staff were sampled from the five colleges and one institute using a stratified random sampling method. Data were collected using a modified form of the organizational change recipients’ beliefs scale and an adapted change attitude assessment scale. The collected data were analyzed using descriptive and inferential statistics using simple linear regression. The analysis of the collected data revealed that change readiness in the university is low and met usually with resistance from the academic staff of the university. Moreover, the relationship between change leadership and change readiness of the academic staff of the university revealed that there is a significant relationship between change leadership and change readiness of the academic staff of the university. Accordingly, the regression coefficient between change leadership and discrepancy, principal support, valence, efficacy, and appropriateness of the change effort was found to be .464, .212, .444, .347, and .202, respectively. Thus, it was recommended that the mid and lower-level leadership of the university as a whole need to work toward improving the change readiness perception of the academic staff of the university. It should also show commitment to the smooth implementation of change tools being implemented in the university and provide adequate material, psychological, training, and other forms of support needed for smooth implementation of change in the universities.
... Author(s) agree that this article remain permanently open access under the terms of the Creative Commons Attribution License 4.0 International License the high rate of failure of organizational change (Harrison-Blount et al., 2019). Researchers have consistently asserted that approximately 70% of organizational changes are not successful (Jones-Schenk, 2019), and effective leadership is critical to the success of an organization (Nagendra and Faroogui, 2016). However, organizational change initiatives have failed because of leadership shortcomings (Predișcan et al., 2016). ...
In an increasing number of hotels, hospitality is being used to improve productivity and care
quality. The research was conducted in the hospitality industry, specifically in private hotels in Sulaimaniah.
The study looked at the perspective of change management in the hospitality industry, specifically in private
hotels. However, due to an implementation difference: the gap between plan and execution, the hospitality
industry has difficulty implementing reform initiatives. The aim of this paper, from a change management
standpoint, is to increase scientific knowledge about factors that reduce the implementation gap and
facilitate the transition from "toolbox lean" to real lean hospitality transformation. To find a change
management perspective in the hospitality industry, the researchers used a quantitative analysis approach.
A total of 90 administrative staff members from private hotels were given the questionnaire at random. The
participants in this study were 76 people from various private hotels in Iraq's Kurdistan province. The
researchers used multiple regression analysis to assess their established research hypotheses, while the
Sobel test was used to determine the function of the mediator, which is the change management initiative.
The results showed that all research hypotheses are supported, with the third research hypothesis receiving
the highest value, stating that change event mediates education and strategic success, and the first research
hypothesis receiving the lowest value, stating that change event mediates technology change and strategic
success. Furthermore, it was discovered that change eventplay a constructive and significant role in bridging
the gap between change management and strategic performance
Purpose: As the cost of healthcare continues to rise, healthcare organizations internationally are seeking long-term solutions to eradicate inefficiency, achieve value-based healthcare, and minimize hospital inpatient services. This requires transformational change in healthcare organizations, and associated change management and leadership capability at multiple levels. Despite the critical need for effective change leadership and management in healthcare, limited evidence exists that this currently occurs in addition to the capability and capacity for managing change in health systems.
Methods: Semi-structured interviews were undertaken with 16 healthcare managers and
leaders at a range of levels in nine healthcare organizations across the public health system of one Australian state (New South Wales), including metropolitan, regional and rural geographical areas. Thematic content analysis was undertaken with the emergent data.
Results: Four key themes emerged from the data: 1) lack of adoption of frameworks and methods for change management for any scope or scale of change, 2) inadequate resources for delivering, managing and leading change, 3) insufficient leadership, capacity and capability in managing change, and 4) the need for support and culture that supports change at all levels of the system.
Conclusion: Ensuring dedicated resources for change and sufficient capacity and capability amongst health professionals and managers at every level in a health system are required for effective management of change. An enabling culture for change, supported by adequate education and training in change leadership and management are critical in order for the benefits of health service and system changes to be realised.
