London (PRWEB UK) 24 October 2014
According to John Kotter's work on leading change and research from McKinsey and Company, one in three change programs turn out to be sweetly successful but the problem is the other two (nearly 70%) turn sour, sometimes even before they have begun. David Sinclair from Ageosoft argues: “adaptability has to be a proficiency not something we do once in a while.”
Managing change is difficult, yet absolutely necessary. The need to change strategy to compete in global markets, challenges in growth, customer experience improvements and technical and political change is always on the horizon. The change in question could range from a simple process change to major changes in policy or strategy, which is needed if the organisation is to achieve its potential.
Inflexible plans, lack of opportunity for employees to develop their skills and not enough time to get over the personal conflicts relating to change, effectively short-change very capable staff and risk the future of the business. David explains: “you need to expand the human capacity for change so the business can adapt when required.” He further advises: “start warming up those little grey cells, do some brain lunges and get change fit at every level of the organisation.”
Other experts offer different perspectives. A recent search on Amazon.com for books on 'change and management' returned 6,457 titles; each with a distinct take on the topic. Those ideas have a lot to offer, but taken together they force companies to tackle many priorities simultaneously, which spreads resources and skills thin.
Based in the UK, we are leaders in expanding the human capacity for change. We provide the circumstances for adaptability and creativity to flourish, so businesses are change fit and ready to successfully adapt. Register now at
Keller, Scott "The Inconvenient Truth About Change Management", McKinsey and Company, April 2008.
Kotter, John, “Leading Change: Why Transformation Efforts Fail”, Harvard Business Review, March–April 1995.
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