Addressing the change constant: Successful change from the inside

May 2012
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Addressing the change constant: Successful change from the inside

At a glance

How an organization develops its change management capability may vary, depending on the organization’s distinct culture, needs, characteristics, circumstances, and the skill levels of its staff. Three basic models for an internal change management capability.

In PwC's 15th Annual CEO Survey, 70% of CEOs told us their organizations anticipate a change in their company's strategy over the next 12 months. Yet, in the midst of this sea of unrelenting change, business leaders have a woefully low level of satisfaction with the outcomes of their change initiatives. 75 % of change initiatives fail to fulfill their stated goals and objectives. This rate of failure amounts to billions of dollars of leakage from wasted resources – rework, opportunity cost, and lost productivity.

Time-to-value is elongated, return on investment is diluted, and resistance to undertake more change grows. Regardless, one thing is certain: change is no longer something that happens periodically. It’s continuous, constant and needs to be successfully managed.