What everyone gets wrong about change management

What everyone gets wrong about change management

Three quarters of change efforts flop. Poor execution is only partly to blame

97 readers like this


March 12, 2018
CIO Six Ways to Sink a Growth Initiative

When corporate transformations fail, people are quick to point a finger at poor execution as the culprit. But in today’s fast-paced digital era, that blame is often misguided, say the authors of a recent HBR article, N. Anand and Jean-Louis Barsoux. “Often organizations pursue the wrong changes – especially in complex and fast-moving environments, where decisions about what to transform in order to remain competitive can be hasty,” they write.  

Anand and Barsoux studied 62 corporate transformations over the course of four years. They found that  successful change management requires leaders to examine and align three critical factors: the catalyst for transformation, the organization’s underlying quest, and the leadership capabilities needed to see it through.

In this article, they dive deep into these three elements, including the five most common types of quests that organization pursue. Based on their observations of stalled transformations, Anand and Barsoux also reveal the common pitfalls that can reduce your odds of achieving lasting change. Get the full article.

Want more wisdom like this, IT leaders? Sign up for our weekly email newsletter.


Comments 0
Carla Rudder is a writer and content manager on The Enterprisers Project.

7 New CIO Rules of Road

Harvard Business Review: IT Talent Crisis: Proven Advice from CIOs and HR Leaders

CIOs: We welcome you to join the conversation

Related Topics

Submitted By Mike Nelson
December 14, 2018

As the saying goes, "the only unfair fight is the one you lose.” When companies deploy  

Submitted By Carla Rudder
December 14, 2018

Make taking personal time a priority for yourself and your team this holiday season. Three leaders share strategies

Submitted By Gordon Haff
December 13, 2018

You need to encourage experiments  – without people living in fear of the blame game. Four factors will prove crucial: Scope, approach, workflow, and incentives.


Email Capture

Keep up with the latest thoughts, strategies, and insights from CIOs & IT leaders.