For many years, studies have suggested that most change initiatives don’t reach expected outcomes or realize desired results. Studies by IBM, McKinsey, and others have quoted rates at near 70 percent failing. There are probably many reasons for such a poor record. But some of the more common from my experience include:
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Slow to move from old methods of changing, based in an older environment, to new ways of working with emergent change in a new, more complex, and volatile environment. In