It's been said: People don't mind changing; they just don't like being changed. And that's a fundamental principle underlying the practice of organizational change management--a practice that can mean the difference between success and failure when implementing new technology."When change management is used successfully-when there's a clear definition up-front about what the objectives are and those objectives tie back to the right business goals-the projects I've worked on have had 100% success," says William Speir Jr., change management portfolio manager at Hartford Technology Services Co. (HTSC), a subsidiary of Hartford, Conn.-based The Hartford Financial Services Group.
For IT projects that don't follow these guidelines, however, the success rate is only about 40%, he says.
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