Ken Blanchard, et al, in his book Leading at a Higher Level gives 15 “Predictable Reasons Why Change Efforts Typically Fail”:

• People leading the change think that announcing the change is the same as implementing it.

• People’s concerns with change are not surfaced or addressed.

• Those being asked to change are not involved in planning the change.

• There is no urgent or compelling reason to change. The business case is not communicated.

• A compelling vision that excites people about the future has not been developed and communicated.

• The change leadership team doesn’t include early adopters, resisters, or informal leaders.

• The change isn’t piloted, so the organization doesn’t learn what’s needed to support the change.

• Organizational systems and other initiatives aren’t aligned with the change.

• Leaders lose focus or fail to prioritize, causing “death by 1,000 initiatives.”

• People are not enabled or encouraged to build new skills.

• Those leading the change aren’t credible – they undercommunicate, give mixed messages, and do not model the behaviors the change requires.

• Progress is not measured, and no one recognizes the changes that people have worked hard to make.

• People are not held accountable for implementing the change.

• People leading the change fail to respect the power of the culture to kill the change.

• Possibilities and options are not explored before a specific change is chosen.

Blanchard says, “Over the years it has been our experience that if leaders can understand and overcome the first three reasons why change typically fails, they are on the road to being effective leaders of change.”