Why Corporate Initiatives Fail

It’s shocking, but research demonstrates that 70% of corporate initiatives fail!

The good news is there is a solution.

by Peter Irish

 

Corporate Initiatives FailForbes, McKinsey, the Harvard Business Review, Fortune… they all agree that the vast majority of corporate initiatives fail. (See a selection of sources below).

As a veteran of five corporations, I too can confirm that this was also my experience.  How about you?

Sometimes the corporate officer driving the change is defenestrated before the program can gain traction, but usually the issue is much simpler.

Remember the childhood game of “telephone” where a circle of kids would pass a message by whispering it successively in each others’ ears until the child on the end would state it out loud.  Usually the message becomes horribly garbled in transmission…

This, in my opinion, is the main reason corporate initiatives fail.

You see, great ideas also need great support to reach all the way down to the grass roots in an organization.  Modern corporations are not like an army where everyone simply follows orders.  Along the way, there also has to be some sort of dialogue and feedback about the message, otherwise as the sender, you have no idea whether it has arrived.

We have developed a powerful “Implementation Support Service” that assures that your message will get across in bite-sized chunks, delivered in smaller groups or “cohorts” who can actually discuss the content and share their views.  We capture both the quantitative adoption of your initiative at each stage as well as the qualitative attitudes of the participants along the way.

This allows the organization to adapt if the message is not being received positively or properly, and to act at the group, cohort, or individual level as necessary.

Here’s how it works:

Content: Sometimes companies have their own content—a new process or approach that they want to adopt quickly.  Sometimes we generate the content.  Either way works.

Delivery: Typically, we set up webinars with “cohorts” or groups of 8-10 individuals; normally these take place in stages or “flights” as we successively roll out the content, clarify issues and measure adoption.

Quantity:  Suppose you want to capture key data on time use, process adoption, or some other parameter.  We will create the ideal web-based interface to capture this data or import and report data from your systems. Either way, participants receive continuous feedback on how they are performing, often benchmarked against peers or other cohorts.

Quality:  In parallel we normally conduct qualitative surveys that help the implementing organization understand how participants feel about the process so we can fine tune on the run and optimize the implementation’s success.

 

Visit our website for this and many other solutions: www.norcalbusinesscoaching.com.

(Watch the video)

 

There’s no excuse for your corporate initiative to fail now!

Selected sources:

www.kenblanchard.com/img/pub/blanchard_mastering_the_art_of_change.pdf

https://hbr.org/2000/05/cracking-the-code-of-change

www.mckinsey.com/business-functions/…/the-irrational-side-of-change-management