The cultural divide: why some projects fail and others succeed

When it comes to managing change programmes, we all know that people need to be 100% bought in and convinced of what we’re asking them to do before they will take action. But in our intention to do exactly that, we can risk failing at the very first hurdle: by telling people what, not telling them why.

When it comes to managing change programmes, we all know that people need to be 100% bought in and convinced of what we’re asking them to do before they will take action. But in our intention to do exactly that, we can risk failing at the very first hurdle: by telling people what, not telling them why. 

What vs why

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