Change occurs for a reason specifically, to achieve a desired outcome. In businesses some of the reasons for change are for revenue growth, reduced costs, reduced risk exposure, improved customer satisfaction and for better quality of products and services among others. Change management enables employees of an organization to adapt to a certain change to meet business objectives. It acts as a bridge between solutions and results. It acts as a motivator and a way to assess the organizations progress since it’s a planned and managed process. It helps maintain the organizations effectiveness and efficiency by acknowledging its staff’s concerns who feel appreciated and supported. However, poor change management tactics may lead to resistance from employees.
Employee motivation increases productivity of any organization. It is the employer’s responsibility to ensure that his employees feel supported and appreciated and one way of achieving this is by freely engaging them in making some decisions in the organization.
Roland Sullivan believes that 60 percent to 70 percent of change fails because the organization hires experts from outside who tell them what to do and the executives agree with these strategies blindly. He argues that a genuine conversation is necessary since it creates a path for change. He suggests that any organization should form a small executive team comprising of 8-12 people representing the entire different people in the organization who should meet on specified days. This group of different people should include people with both negative and positive influence in the organization. The small executive team will only surface what is necessary thus compel, excite and transform the meeting since the truth only surfaces from the system.

I agree with Roland who argues that hired experts mostly come up with specific strategies for change