70% of change programs fail, make sure yours isn’t one of them

Article By
James Cumming
James Cumming
Posted On16th June 2017
Posted On16th June 2017

Some things never change. However, some things have to change for the sake of progression. Without moving forward, we run the risk of becoming stagnant.

Many senior executives are aggressively trying to transform businesses across the globe, hoping to cut costs and improve performance by introducing innovative technology and changing behaviours and capabilities throughout organisations. Although change is an integral factor to the running of a business, according to McKinsey, 70% of change programs will fail. This is, in my opinion, due to businesses forgetting something extremely key – people. Unfortunately, for management consultants and IT services firms, they are paid to get the new operating model or piece of IT in place, it is often not one of their main tasks to focus on the longer term – the people impact.

The most important part of progression is to truly embrace the change, implementing this can often take a long time and can be a tricky thing to truly embed. In order to do this effectively, you need People Change experts who can work alongside a client’s internal team to deliver the change, upskill, transition and embed it, until you and the client are confident that this new approach is working as it should do.

It is all well and good stating that People Change experts are needed – but what should a good interim ‘people change expert’ look like?

  • They need to have a track record of delivering change related assignments (change assignments are typically ambiguous in nature and differ enormously from BAU roles, which are more process orientated).
  • They should be an expert in their chosen field and can demonstrate their success with tangible results.
  • They must come with a pre-prepared kit bag of tools that can be used immediately, with an ability to implement these from day one.
  • They are happy to challenge the status quo, benefitting the client without a personal agenda (this is why interim managers shouldn’t be considering permanent appointments).


James Cumming is our MD and leads our Interim Transformation practice. If you’ve got a hard-to-fill role and need some help, get in touch. Connect with him on LinkedIn here.

If you would like to find out more about re:find and how we can support you and your business, then please get in touch.

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