Most organisational changes cost more than expected and incur unnecessary financial losses. According to a recent McKinsey study, 78% of the financial losses occur in the implementation phase. And the reason for these losses comes mainly down to people.
Leaders and managers charged with implementing this highly complex task experience the frustrations of dealing with people who are often change-fatigued, stressed, and disengaged. This is a huge problem and, according to the 2022 International Workforce and Wellbeing Mindset Report, one-third of workers in the US and EU are suffering symptoms of burnout.
We have around 80 years of research into how to manage organisational change but few people think about how people learn during change and what makes them ready to learn. Yet change is mostly about learning – learning how to do new things or how to do old things in new ways. And learning how to give up things that have served their purpose and are no longer needed.
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