Organisational Change Implementation Challenges
- Peter F Gallagher
- May 12
- 3 min read
"There are many challenges that organisations consistently face before implementing change, such as leadership alignment, normal day-to-day operations, and organisation change capability"
Lots of statistics show organisational change and transformations failing to deliver their intended benefits. You can argue about the true percentage of success, but the fact is that many organisations do not achieve full benefits realisation, and in many cases, they fail to attain a return on investment (ROI). Equally unacceptable to shareholders is that the vision is not realised, meaning the organisation’s strategy has not been executed. Even when the organisation and its leadership team agree the changes are necessary for the future of the organisation, they still face a number of consistent and specific challenges.
Challenges and barriers can be listed in two main categories:
Consistent Challenges Throughout Change Implementation:
Normal Day-to-Day Operations: Balancing urgent daily operational activities that need to be completed against important strategic change management activities.
Leadership: Leaders not fully supporting the change in terms of their responsibilities.
Organisation Change Capability: Organisations constantly facing change recognise they need to use internal capabilities and have a standard approach.
Specific Challenges Throughout Change Implementation:
Too Many Change Initiatives: Not enough capacity to deliver ongoing and new change programmes.
Inactive or Invisible Sponsorship: Lack of visible support usually leads to change failure.
Poor Previous Change History: This increases the likelihood of repeating past mistakes.
No Detailed Project Change Plan: Implementing change with only a communication plan and not aligning it to the master project plan.
Poor Communication: Lack of engagement and communication.
Ignoring Change Readiness Input: If the change readiness assessment indicates the organisation is not ready, then the change should not be implemented.
Thinking there is No Resistance: There will always be resistance even if it is not overt!
Ignoring the Importance of Behaviours: If you do not change employee behaviour, you will not get organisational change.
Thinking Employees will Adopt the Change: Employees will need to be supported throughout the change by the leadership team, so adoption is maximised.
Not Transferring Ownership: Not closing the change properly by using a structured process to ensure sustainment and benefits delivery.
This blog is based on my book: Change Management Handbook - Leadership of Change Volume 3
Peter consults, speaks, and writes on the Leadership of Change®.
He works exclusively with boards, CEOs, and senior leadership teams to prepare and align them to effectively and proactively lead their organisations through change and transformation.
For insights on navigating organisational change, feel free to reach out at Peter.gallagher@a2B.consulting or schedule a free consultation
Peter F. Gallagher is a leadership guru, change management global thought leader, organisational change authority, international corporate conference speaker, 15X author, and C-level change leadership coach.
Listed #1 by leadersHum Top 40 Change Management Gurus You Should Follow in 2022 (Mar 2022).
Ranked #1 Change Management Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Change Management (2024-2023-2022-2021-2020) by Thinkers360.
Listed #15 in the “Top 30” for Global Gurus Leadership (2024) by Global Gurus.
Ranked #1 Business Strategy Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Business Strategy (2022) by Thinkers360.
Ranked #6 Leadership Global Thought Leader: Top 50 Global Thought Leaders and Influencers on Leadership (April 2024) by Thinkers360.
Comments