The biggest problem is the lack of willingness to adopt change. The number one error is failure to invest adequately in change management. The complexity of managing behavioral and cultural change is underestimated in the project planning and scoping stages, resulting in a blow out of time and costs.
A lack of readiness to change is next. This comes from not understanding and not having the capability to manage the people-impacts and risks. A flow-on issue is that the budget allocated to manage the people aspects of change will most likely be insufficient. The change initiative then takes more time, requires a lot more effort, or comes to a grinding halt.
Change efforts fail (about 30%) in the initial phase due to a lack of urgency to the needed change. Spend time building a business case for change. While it’s important to have a strong vision and to communicate what that is, it’s also important to paint a picture of the difference between changing and remaining stagnant.
Leaders overlook the need to create the right “home” for change. Create an environment and culture that welcomes – open communication, critical thinking and proactive learning that is vital to reshaping an organization.
The soft stuff is the hardest to get right – changing mindsets and attitudes require adaptive leadership; different stakeholders will need different information and support to change. Organizations that are too regimented and focused on systems can lack the adaptive leadership needed to get EVERYONE on-board the initiative.