Organizational change comes at a cost. It requires people to sacrifice something they value, whether it’s time, money, responsibilities, control, status, comfort, or relationships. The more your change effort disrupts those things, the more people will resist or even rage against it.
That helps explain why failure is so common, but there’s more to it. In a PWC survey of more than 2,000 global executives, managers, and employees, only 54% of respondents said their change initiatives succeeded — and the most frequently cited problem (by 65% of those surveyed) was change fatigue.
