The following information comes from:
Sreekanth Ramakrishman, advisory engineer/scientist & learning specialist, IBM Center for Learning and Development.
Michael Testani, learning consultant, portfolio manager & master black belt, IBM Center for Learning and Development.
So according to Ramakrishman and Testani, “Far too often business transformation efforts concentrate on the process improvement strategies and business process reengineering; while essentially ignoring the people aspect of the change initiative. Subsequently, these transformation initiatives do not achieve their desired results. Studies have shown that approximately three quarters of business re-engineering efforts do not achieve their objectives and subsequently do not sustain themselves over the long term, and one of the most commonly cited reasons for their failing is due to the lack of focus on the organization’s culture.” By aligning people, process, and technology, companies can develop “critical organizational competencies around organizational culture transformation and process improvement; resulting in a more effective and sustainable change effort” [Ramakrishman and Testani, 2011].
It would be a big mistake to think that the process you are modifiying or the new process you are implementing, because they will make the work of your employees easier, will be accepted and you will have employees support.
How to manage people through complex changes?
As all manager knows it is not easy to manage people through changes. You will always facing a lot of resistance and you need to take it into account from the start.