Effecting successful change management initiatives

Abstract

Purpose The purpose of this paper is to assist managers to effectively implement change initiatives. Design/methodology/approach The author provides his viewpoint for a step‐by‐step approach to implementing change on the basis of his professional experience. Findings Most change initiatives fail because management may not be engaging employees in the process towards change and do not allow sufficient time for changes to set. It is important to implement change in a series of phases that will engage employees and to allow sufficient length of time for each phase to become institutionalized within the organization. Practical implications The author invites managers to apply a multi‐step process to guide, include, empower, enlist, and motivate employees towards change. Originality/value Senior managers will understand why change initiatives usually fail and how to effect successful change management initiatives in their organizations or departments.

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