Main causes of inefficient organizational changes in companies: theory and practice for J. P. Kotter

Abstract

This article is about topical issues related to organizational changes in the company. Analyzing the experience of predecessors, specialists and scientists in this field, the author answers the key questions: why do the changes often fail? Why is it difficult to predict, plan, or plan your activity for a long time? Why today it is advisable to develop a strategy only for a year and in addition, it is necessary to adjust every six months? Why is corporate culture so important in the processes of organizational change? What to do with the dilemma of a permanent redundancy on the one hand and a chronic shortage of human resources from another? By exploring macroeconomic factors that may increase in the coming decades, and thus affect the lifecycle of any organization, the author responds both to maintaining a healthy balance of costs and to find a deep understanding of the consequences of these changes in order to avoid irreparable mistakes. Based on his own experience and using the achievements of a professor at the Konosuke Matsushita Chair of the Harvard Business School, John Kotter, the author writes: "In its corporate practice, working with large and medium-sized companies, working first as middle manager, and then top manager, I had the opportunity not only to verify in reality all eight mistakes in implementing the changes, to observe how the strangest-looking changes in the strategy failed, but also itself failed. So what's the reason? Why, often involving expensive consulting companies, private consultants, reforming the production processes in the company remains on paper or, at best, within the pilot project? "The information provided in this article is the answer to the quintessential, meaningful questions, specific advice based on the priceless the experience of qualified specialists in their work.