One of the key elements of change failure and stakeholder disillusionment (read faster failure next time) is the practice of throwing initiatives into functions.
- Transformational change into HR (death by irrelevance).
- Technology change straight to IT (slow, painful death from legacy systems and behaviors)
- Supply Chain change to Marketing (confusion before death by the external partner/sales firewall)
- CEO reorganizational change to the succession plan groomee (death by internal politics)
- Merger and downsizing change (death by experts in the culling of people)
- Moving change (death in a beautiful new environment-this one has the potential for reincarnation after regrouping)
Change can be effective if the throwing occurs in the PMO/project piece of the timeline. That does not come until time and, yes, budget and money, has been invested in the Context to Big Picture/End State definition, the Why through at least Who. A Corporate Change Management entity can guide this and make the “throw” hit the target (because they have prepared and involved the “catcher” in the process).