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Change is integral in turnarounds, re-engineering, re-organizations, growth strategies, systems implementations, new product development - basically every initiative required to improve performance. Within the context of organizational performance, change is important, if not 'Great'. And yet, every year organizations undertake changes approved in the business planning cycle, all appropriately business cased, and still 70%2 fail or fall short of plan. How can this possibly be true? Transformational change is dynamic and complex - and risky. This paper explores the challenges of implementing change and thought leadership around approaches and solutions.
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