Reasons Why Change Management Interventions Have Failed (Essay Sample)

Post 1:
Based on only your lived-experiences, what are two of the most common reasons why change management interventions have failed? Explain and provide specific examples in your work life to support your response. I am not interested in your opinions, but your lived experiences (there is a difference).
Include no sources, just provide your own lived experiences. Create your content in two paragraphs, one paragraph for each of the two reasons you provide. 300 words total.
Post 2:
Review others' posts and respond directly to at least one of your course colleagues in 150 words. Why do you agree or disagree with their post? What in your professional experience supports your assertions?
Ty's post:
"Two change interventions I have experienced that failed involves changes that occurred within an organization I worked for previously. The two most common reasons why change management interventions fail is the lack of proper planning and communication. Redefining roles to support the new structure is a big step which has an impact on the recruiting process as well as he overall culture of the organization. This success of the intervention can be measured through the performance of the organization through annual reports or employee surveys.
The example I have of failed intervention involves transitioning the mindset of the organization from being a copier manufacture to a service led organization. Competitive pressures forced the organization to transform its go to market strategy from selling copiers and printers to selling IT services. The organization struggled with profit margins due to the reduction of prints on paper. Organizations were not printing as much which led to large reductions in aftermarket revenue. Maintenance contracts were the most profitable sector within the organization. As companies reduce prints, the organization I worked for searched for products that will supplement the shortfall in revenue while provide a competitive advantage from its competitors. Professional services and information technology filled the gaps in profit and revenue the organization experienced. When the change occurred, new positions were created. Human resources created new job discreptions for the new roles focused around selling selling services. Once the roles were defined, the postions were filled with people the organization felt would adapt to the new approach.
Transforming the mindset and culture of the business from selling a box to technology was difficult. The techno structural approach was used as it involved organizational design changes. The first step the company used was to develop a new mission and vision statement. The message was to inform the organization was now a services-led company. The organization created new departments and even acquired an IT company to fill the gap instantly for product and sales support. Transforming the organization to a services-led company turned out to be failure. The transition failed as no one could define services led. When asked, the company CEO said he did not have a clue what services-led was. Once the workforce heard the CEO did not know the definition of the new structure, employees did not embrace the change. After ten years, the company continued to struggle to define the innovative approach. This led to the company eliminating positions that were created and selling off divisions of the organization as the newly built business structure failed to become profitable."