Most mergers and acquisitions fail to deliver their promised value. Even many internal restructuring projects often succeed only so far before employees and managers backslide into the old, less productive status quo. Why?
Despite careful management of the operational aspects of corporate change, many managers and executives ignore the human element – how changing a job description or corporate environment makes people feel. Because, ultimately, employees are the backbone of any company, aligning corporate change initiatives with your employees’ inner workings – their emotions and reactions – as well as the necessary operational adjustments, can boost the success rate of any restructuring or merger.
“I don’t like doing something different, unless I already know how to do it,” might sum up how most people feel about change. Any change is stressful. Stress is a stimulus and one that can stimulate in either a positive or negative way.