Building sustainable change capability

Abstract

Leaders must be able to transform their organisations regularly to deliver long‐term competitive advantage, in an environment where organisational change is becoming more frequent, complex and risky. Failure rates are high because organisations install new systems, processes or practices, but fail to implement the change fully – people are not sufficiently committed to the new ways of working. In this article the author reveals that to overcome these challenges and build a sustainable change capability the knowledge, skills and processes must be developed by people inside the organisation. Only when organisations learn new ways to implement change initiatives will they sustain them long enough to realise the benefits.

Citation

Miller, D. (2004), "Building sustainable change capability", Industrial and Commercial Training, Vol. 36 No. 1, pp. 9-12. https://doi.org/10.1108/00197850410516058