70% of change initiatives fail. This statistic has been the standard and most often cited since a study by Hammer and Champy in 1993. Another study in 2000 and two more in 2008, all reached the same conclusion: there is a 70% failure rate when it comes to change initiative success rates.
Traditional hierarchical organizations typically lead change through a linear process with an established strategy to execute toward a specific goal. It is not until somewhere around the end of the executed strategy (almost end, at end, after end) that failure rears its ugly head. This, of course, is due to a linear process where there is no feedback loop, data monitoring, or metrics usage, and at the end of a strategy or at goal, when there has been a significant investment of money, resources, and manpower, there are no resources or room that remain for shifting the strategy or plan. In fact, most companies double down on their poorly engineered strategy, citing failure due to personnel engagement or lack of training, when in reality one of the reasons why change measures don’t succeed is that when the plan is conceived to when it’s implemented, there is no revision or evaluation as to whether the plan is viable in the first place.
Change is not static and neither should be the strategy that leads to it. Addie, LLC believes that change initiatives require an iterative approach to analyze, measure, and redirect during the process of change instead of at the end. The cyclical nature of the addie process allows organizations to implement change initiatives in small, tightly controlled increments, allowing measurement, feedback, and modifications to strategy and direction as needed; it’s an agile methodology where the strategy is being refined and optimized as it’s being implemented, thus keeping up with the ever present dynamics of an organization, and in the end, delivering the best solution.
In modern organizations facing challenges from competitive forces, innovation, and emerging business models, change is the only constant. Let's work together to create a culture where change is constantly incorporated into the evolution of the organization and is measured and guided toward success, rather than falling victim to statistics working against it.