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For organizations, change projects present a significant challenge. However, the majority of initiated change projects do not fail due to the formulated objectives.
Up to 80% of all change projects in organizations fail to achieve their goals. This means that only one in five change projects can be sustainably anchored in the company. At the same time, this rate has been stable for over 40 years.
There are over 9 million papers on the topic of change management. This clearly shows that change projects do not fail due to a lack of theory, but rather due to the implementation of this theory in the everyday work life of employees and manager.
Change projects too rarely consider the human factor in the process. Yet, it is precisely these factors that represent the greatest risk for success.
An often-overlooked factor in change management is the emotional response of employees. Studies show that 70% of change projects fail due to emotional barriers such as fear of the unknown, loss of control, and uncertainty (McKinsey, 2020). These factors lead to resistance and a lack of acceptance, significantly slowing down or even preventing change.
The Project Management Institute (PMI) conducted a study in 2018 and found that only 14% of the surveyed organizations had a high level of change competence. The majority (86%) struggled to effectively implement changes.
With zweikern, you lead change processes to success—data-driven, sustainable, and practical.
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