The Strategic Framework – A Successful Change Initiative
Peter A. Hess, CODC
Peter A. Hess, CODC, President, CHANGE Partners, Inc., Lambertville, NJ, 609/397-7113 firstname.lastname@example.org
88th Annual International Conference Proceedings - 2003 - Nashville, TN
Referring to an Arthur D. Little survey on the success rate of managerial change initiatives, Scott-Morgan notes that “three-quarters of the initiatives- reputable programs to manage quality, customer focus, teamwork, mergers, downsizing, and reengineering- have failed”. Success and failure in a business context are rarely clearly defined and are perhaps the extremes of a long continuum. For a business seeking to survive and grow, before succumbing to the temptation of changing the way things are done, as Drucker notes: “...‘what to do’ is increasingly becoming the central challenge facing managements, especially those of big companies that have enjoyed long-term success”.