Publicado na HBR, em 24/10/2016
When it comes to organizational change, failure continues to be more common than success. In a survey of nearly 3,000 executives about the success of their enterprise transformation efforts, McKinsey discovered the failure rate to be higher than 60%, while Harvard Business Review conducted a study that suggested more than 70% of transformation efforts fail.
The pattern is clear, and diligent leaders often devote countless resources to planning out the perfect change management initiative. To raise the odds of success, however, my experience suggests the place that leaders need to begin their transformation efforts is not their organizations: It’s themselves.