Leadership is directly tied to an organization's bottom line. Research and anecdotal evidence support the premise that people in leadership positions must not only envision and catalyze change initiatives to enhance organizational effectiveness; they must also remain close enough to the initiative(s) that they see when they need to intervene, to re-frame the work or encourage the people.
Based on articles you find on the success/fail rate of organizational initiatives, roughly what percent of initiatives would be considered 'successful' if success were based on meeting all three of the criteria below?
1. Was the project/program or initiative implemented on time? (On time is defined as being ready on the date it was promised to be completed.)
2. Was the project completed within its projected budget, adjusted for approved changes in scope?
3. Did the project deliver the benefits/results promised?
Remember to be considered successful, the project must meet all three criteria. Would you say:
_____Less than 25%?
_____25% to 50%?
_____50% to 75%?
_____More than 75%?
What is the success rate of organizational initiatives? According to Kotter, what is the relationship between this success rate and employee engagement? How does leadership affect these?
Please explain the rationale for your estimate.© BrainMass Inc. brainmass.com July 20, 2018, 3:14 am ad1c9bdddf
Most of the change programs fail because of several reasons. Sometimes the program does not get top management support, or resources or finances, at the same time fear may persist among employees if culture of trust is not built as a part of change management. At other times, the program may just not work, or it may face resistance by managers, supervisors, adversary groups and others. Another major factor for failure is the incapability of the organization to implement and sustain innovations as an organizational change. However above all factors lies the major obstacle to implementing change in an organization-people and corporate culture.
In a study of 1500 change management executives from 15 countries by IBM, it was revealed that sixty percent of projects aimed at achieving business change do not fully meet their objectives. On the basis of three ...
The solution discusses the success rate of organizational initiatives including timely project completion on budget.