"Why Major Lean Transformations Have Not Been Sustained"
Management Services
Summer 2005, pp. 9-13
This article reviews studies on failed change efforts.
One study interviewed successful change consultants, academics with considerable experience working in manufacturing, and international business authors. They were asked to identify the reasons that change initiatives fail.
The primary reasons for failure in the "Unfreeze" (Plan and prepare) phase were:
- Lack of clear executive vision and leadership
- Lack of effective communication strategy
- Failure to create a sense of urgency
- Poor consultation with all stakeholders
- Failure to recognize company history and culture
- Change ambition outstripping reality
The primary reasons for failure in the "Change" (Transact the change) phase were:
- Absence of dedicated and fully resourced implementation team
- Lack of structured methodology and project management
- Failure to plan and manage quick wins
- Failure to fully mobilize change champions
- Lack of sympathetic HR policies
- Using an outsider to transact the change
The primary reasons for failure in the "Refreeze" (Embed the ownership) phase were:
- Failure to monitor and evaluate the outcome
- Failure to continually recognize and celebrate success
- Failure to engage employees
Though the article concludes that the above reasons are the culprits in Lean initiative failures, it does not provide clear evidence that these results also apply to Lean transformation failures.
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