Change is a necessary process for every organisation to ensure viability, but understanding and controlling change is an art in itself. Have you ever considered professional change management? Practical experience shows that in many change processes there is a complete lack of knowledge of success and failure factors of change. The result is well-intended, but not very effective interventions. Typically, no less than 70 percent of change projects still fail.

Our approach

In practice we find that many initiatives are characterised by trial and error. The knowledge of the actual success and failure factors in change processes is often lacking. People rely on well-intended, but not very effective interventions. As far as this is concerned, many organisations are still in their infancy. In the majority of change processes we encounter initiatives such as a steering group, training and coaching. Fine methods, but many managers, and even advisers are not able to answer the question: 'why this intervention at this particular time?' This is also the reason that changes take very long and cause a lot of resistance with employees and in society.

Evidence-based change

A change process always starts with a widely-supported and understandable description of the result they want to achieve. Only when everyone knows where we are heading, improvement initiatives can be set up. But truly successful implementation depends on two other elements: the behaviour that is needed to achieve a sustainable result and leadership that plays an essential role in making the permanent link between desired behaviour and result.

For many years BDO Consultants have been working together with prof. dr. Anton Cozijnsen (Amsterdam University (VU)) on improving the success of change processes within various organisations and institutions. during which we use theoretical insights and proven practical results to implement changes better, faster and therefore more cost-effectively. This is 'evidence-based change'.

10 years of research and experience have resulted in the ten risks that actually affect success or failure of organisational changes, but also in the seven skills organisations must have to neutralise these risks or even convert these into success factors. This approach could raise the success rate from 30 to 80 percent.

Contact

If you would like to know what risks may affect your organisation and how you could convert these into success factors? Please contact one of our advisers to arrange an introductory meeting without any obligation.