Chief Change Officer
It is generally estimated that over 85 percent of all change initiatives cost more than planned, take longer than planned, deliver less than planned and generate “anti-change” across organizations. Recently, I read an illuminating description of an organizational change initiative that had cost over $600 million, been underway for more than five years with no tangible results to speak of and would require many more hundreds of millions of dollars and many more years to get to where it needed to be. Despite that, one of the principals of this calamity had the temerity to describe this as a “speed bump.” If the following is useful to you, thank that moron for compelling me to write this. But I digress…
I wonder if anyone knows the meaning and implication of the word stop and is prepared to say it? I’d like propose that that someone is a Chief Change Officer (CCO). Even though it is likely that CIOs and other technology types will think “This is a function I should absorb,” they’re wrong. The CCO’s role is far wider, deeper and multi-dimensional. Read the article>>
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