For leadership's visions and strategic plans to come to life successfully and produce optimal results it is crucial to manage the human component of change. 

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Any form of resistance, doubt, delay, and holding on the old way will risk thwarting the most detailed and well thought out mergers, changes in organizational structure, or new initiatives. Can you afford failure?

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Ensuring your leaders, managers and entire organization thrives with incoming change is as if not more important than the changes themselves. 

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According to collated research and a recent Harvard Business Review report, the failure rate for mergers and acquisitions (M&A) sits between 70 percent and 90 percent. - Jan 28, 2015

The high failure rate of mergers and acquisitions speaks loudly to the obstacles to seemingly perfect plans on paper. 

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Whether you are planning an M&A or transforming a portion or your organization or implementing a new technology, investing in the way people thrive during this change will increase the probability your plans will come to fruition.

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Strategizing engagement, culture, communication and wide-spread buy-in cannot be after thoughts. Simply survey your leadership team and direct reports on how badly the last major change unfolded:

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• Was it slowly accepted?

• Were individuals resistant?

• Was morale low for a long time?

• How badly was productivity affected? 

• If we talk about more change do they get excited or tense?

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Everytime your organization initiates a change, it either reinforces reluctance to change or cultivates a thriving with change culture. 

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Design your next change for maximum human change.