those statistics.
okay sure, if so much research proves that change fails, who am i to object?
but the problem is not the failure itself. the problem is the “why”.
you know what this sounds like? it sounds like change managers suggest a change but have no idea or means to make it happen, don’t know how to proceed from point a to point z and even manage to overlook the capacity of their team, meaning that nobody has enough time to help with the changing process. on all levels.
is it possible to fail on so many levels at once? sure it can happen in a few rare cases, but 70% of the 