Authors: John S. Oakland, Steve J. Tanner
Addresses: Professor of Business Excellence and Quality Management, Leeds University Business School, Maurice Keyworth Building, University of Leeds, Leeds, West Yorkshire LS2 9JT, UK. ' Oakland Consulting Plc, 33 Park Square West, Leeds, West Yorkshire LS1 2PF, UK
Abstract: Experience shows many change initiatives fail to deliver. They are not always a total failure, but they get stalled, misdirected, or only partially achieve the required results. As the speed of change in the external environment increases by the minute, the authors set out to identify the common success factors for managing change. The main purpose of the research reported in this paper was to examine the apparent gap between often seen approaches and |best practice|, the output being a helpful framework to support future initiatives. This led to an Organisational Change Framework being developed, based on the experience of many organisations.
Keywords: change management; organisational culture; external drivers; leadership; performance measurement; process management; quality management; organisational change; success factors; best practice.
International Journal of Productivity and Quality Management, 2006 Vol.1 No.1/2, pp.69 - 87
Published online: 12 Dec 2005 *Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article