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Change projects 'often fail on implementation'
The way that change is enacted, rather than the change itself, is often why a major restructuring or the rollout of new systems can create doubt and uncertainty within organisations.
This is the opinion of Martin Tiplady, former HR director at the Metropolitan Police, who told HR magazine that the implementation of change is frequently "given short shrift" by managers who devote all their energies to the planning phase.
"We forget that the actual way someone is made redundant, restructuring is consulted or a new system introduced really matters, and says much about the values of the organisation," he commented.
Mr Tiplady, who has awarded an OBE for services to policing in 2010, said changes of this magnitude cannot be brought in "overnight and with little explanation and scant regard for the way that people think".
He cited a comment by former Asda chief executive Allan Leighton, who said that executives spend 80 per cent of their time conceiving changes and just 20 per cent of the time working through implementation, when it should be the other way round.
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