By Michael T. Kanazawa Published July 9, 2008 5:39 p.m.
According to a summary of over 40 research studies on change, the success rate of strategy execution and corporate change programs is 33%. At the same time, a Conference Board survey of over 600 global CEOs revealed that the top two challenges they see are: 1) generating consistent revenue growth and 2) strategy execution. This translates to weak performance on the top executive priority, a situation that needs to change.
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Because so many of these programs fail, some executives and managers start to believe the old saying that “people hate change” must be true. That is not true. In fact, employment surveys reveal that the top reason good employees leave companies is over a lack of new opportunities and boredom with stagnant, never-changing, dead-end jobs.
People don’t hate change; they hate corporate change programs. How can we fix that?
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About Michael T. Kanazawa | Michael T. Kanazawa is a leading authority on the topics of corporate transformation and strategy execution. He serves as chief executive of Dissero Partners, a consulting firm focused on helping companies more quickly and predictably turn their BIG Ideas into BIG Results. Previously, Michael led a corporate strategy team at Pacific Telesis Group, and has worked with numerous high growth companies and global corporations including AT&T, Anadigics, Intel, PG&E, Schlumberger and Symantec. He has been quoted and featured in major media, including Fox Business News, the Wall Street Journal, and The New York Times. Additional information can be found at www.bigideastobigresults.com and www.disseropartners.com.
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