70% of change initiatives fail. Not because the strategy is wrong, but because people do not change their behaviour. Here is the science behind what actually works.
21 articlesWhat a force field analysis does and does not tell you, and how to map per person what your plan costs and gives them.
Change ManagementChange fatigue gets blamed on the amount of change. The behavioural evidence points at change that never visibly finishes.
Change ManagementClassic change management assumes a known end state. With AI there is none. What you steer instead.
Lewin, Kotter, ADKAR, McKinsey 7S, the change curve and Bridges compared: what each model gets right, and the behaviour layer they all miss.
What makes an in-company training that actually changes behaviour? What it is, why most tracks stall, what it costs and how to choose the right provider.
From +20% pension enrolment at ING to a bonus scheme that cut productivity by 13%. Eight measured interventions, with source and year.
Centola discovered that behaviour change spreads via dense clusters, not via weak ties. What this means for sustainability and health transitions.
Why do 70% of change initiatives fail? The behavioural science guide to change management: diagnosis, approach, resistance and what works.
Kotter and ADKAR miss the behavioural layer. Why change management fails and how behavioural design makes change stick.
70% of change initiatives fail. Not because the strategy is wrong, but because people do not change their behaviour.
Organisations invest millions in change programmes that never deliver. The behavioural reasons behind failed transformations.
Town halls and newsletters do not create engagement. How to involve people in a way that shifts behaviour, not just opinion.
Everyone agrees and nobody does anything. The difference between agreement and support, and five steps to get from yes to doing.
You have explained it three times and the resistance is still there. Why explaining it once more does not help, and what you can do as a manager.
Why do most organisational changes fail? The behavioural science explanation, and how to design change that actually sticks.
70% of culture change programmes fail because they target values and mindset, not behaviour. The missing behavioural layer.
Two disciplines that both want to change behaviour. What makes them different and when to use which approach.
Most customer-centricity programmes fail because they change the org chart but not the behaviour. How to design lasting transformation.
Most change communication fails not because of the message, but because of the approach. Five behavioural principles that make it work.
Culture is what people actually do when no one is watching, not what is on the wall. The organisations that build cultures people live rather than display
Merger integration that works does not ask the two companies to respect each other. It builds situations where people from both sides work on shared proble