Key Success Factors of Planned Change Projects | Queen's University IRC

Queen's University IRC

Queen's University

IRC Articles and Papers Human Resources and Labour Relations Research and Resources

Key Success Factors of Planned Change Projects

Dr. Carol A. Beatty, Queen's University IRC
Publication date: May, 2015
Key Success Factors of Planned Change Projects

The statistics about the implementation of change in organizations are dismal. For decades now, business writers from all walks of life have been bemoaning the large failure rate of change projects. For example, one study reported that 70 percent of critical change efforts fail to achieve their intended results.(1) Additionally, more executives are fired for mismanaging change than other reasons, such as ignoring customers.(2) The Gartner Group, reporting on IT change projects, stated that 28 percent were abandoned before completion, 46 percent were behind schedule or over budget, and 80 percent were not used in the way they were intended - or at all - six months after installation.(3) Too often change projects fail not because the ideas themselves were poor but because the implementations were flawed. Take the following case study as an example of the pitfalls that can doom the implementation of a new policy.

>> This paper is one chapter from Dr. Carol A. Beatty’s e-book, The Easy, Hard & Tough Work of Managing Change. The complete e-book is now available on our website at no charge: Download