Why Change Initiatives Fail

The integrated Performance Excellence Change Management model has been developed through our direct experiences and by studying many change initiatives to examine factors which resulted in less than successful, or less than expected, outcomes.  Companies, under global competitive pressure, increasingly realize that rapid and sometimes radical change is needed.  But they face an inherent organizational resistance to change -- and  they are often inexperienced and uncertain as to the best path to success.  Barraged by fads and buzzwords, many companies exhibit a pervasive pessimism about succeeding with change initiatives.

Conard Associates developed its Change Management model specifically to provide the comprehensive, integrated components needed to carry a change initiative from inception to successful implementation.  This model addresses all of the failure factors listed below:


Incomplete change models and fragmented methodologies are employed
2. Organizational knowledge, experience or resources are insufficient
3. Top management commitment and support for change initiative falters
4. Employees don't buy in to change rationale or methods
5. Change efforts emphasize activities instead of results
6. Energies are off-task (not focused on clear, achievable project objectives and priorities)
7. Management processes are not redesigned to support changed business processes
8. Changed business processes are not kept under control
9. Objective measures for results, process control and performance are not utilized
10. Middle management fails to lead and empower the organization
11. Individuals don't get enough feedback, coaching and reinforcement
12. Culture and platform of continuous improvement not institutionalized
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Revised: April 13, 2008.
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