In this post, we have gathered key statistics about change and transformation. The numbers speak for themselves - managing change in organizations is hard, very hard. 

I bet you cannot think of a single large company that is not in the midst of a transformation. All large corporations are undergoing a profound, often digital, shift in the business that keeps the top management incredibly busy. Yet, none of these executives and companies have found the winning formula for succeeding with transformation. We know this from the statistics: Digital transformations have a dismal 16% success rate, and we know this from the anecdotal evidence: Many executives express that they do not know how to secure and measure employee buy-in to the transformation journey.

The most common reason we fail in developing the change readiness in organizations is that we tend to think we can jump directly from an inactive organization to a proactive one - skipping the steps between. 

In the 2 min video below, Chief Methodologist at Qvest, Pia Lauritzen outlines the four levels of Change Maturity: Inactivity, Reactivity, Interactivity, and Proactivity. She also explains what it takes to level up the change maturity in your organization.

For the first time in the history of change management, there exists a technology that can empower every single person in your organization to drive change.

Not activate, not engage, but empower people to drive change.

That technology is Qvest, and it’s revolutionizing organizational change management by getting people to ask questions about the things that matter most to the company.

When I Google “stages of successful change,” I get 171 million results. I’m not surprised by this extremely high number because change is constant and inevitable, today more than ever. We’re all searching for ways to succeed and, ideally, thrive within our relentlessly changing world.

The first search engine result informs me that there are five steps to successful change: 1) acknowledge the need for change, 2) communicate the need and involve people in developing the change, 3) develop change plans, 4) implement change plans, 5) evaluate progress, and 6) celebrate success.

Ironically, the field of change management has been resistant to change. And it won’t change until we stop believing that change is about people. It isn’t. Organizational change is primarily about technology, not people. There. I said it. If you’re a change management professional, I imagine you’re clutching your pearls right about now.

But bear with me. Before you write me off as a provocateur who doesn’t understand a thing about change management—or human beings for that matter—let me boil down my 20 years of philosophical research into one simple realization about technology:

Qvest is designed to solve the biggest problem that every leader, consultant and change agent face every day: You cannot succeed alone.

Being a leader - whether formal or informal, corporate or political - means being on a mission that’s bigger than yourself. If you go alone, you fail. 

The only way to succeed with a mission that’s bigger than yourself is to make other people commit to the same mission you are committed to. So, the question every leader asks - or should ask - themselves is: How do I get people onboard?