No matter where the numbers may come from showing that 70 percent of change projects are not successful,1 our experience tells us that change projects can be implemented successfully if they take the MIC structure into consideration. Nevertheless, changes remain challenging and exciting. At the moment, I can observe two conflicting trends, which I want to present with some intensity to explain the poles:
On the one hand, there is an aversion to change. People are sick and tired of always having to change and look for stability in all directions: changing nothing if possible, ducking their heads when the storm of change is drawing near and hoping that it does not wreak a tsunami of ravages. This attitude easily causes one to become passive, ...
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