Closing the change management gap

Holly Lyke-Ho-Gland (Research Services, APQC, Houston, Texas, USA)

Strategic HR Review

ISSN: 1475-4398

Publication date: 12 August 2019



Change has always been hard. But now, change is becoming a constant. Defining change – identifying the new strategy, business model or process the organization needs to retain market share – is difficult enough. Leading the organization through change is even harder. The purpose of this paper is to use a combination of survey and case studies to measure organizations’ change maturity and provide guidance on how organizations can move from check-the-box approaches to ones that drive behavioral shifts.


This paper is based on the combination of a broadcast survey and series of best practice case studies.


And while organizations have made strides in committing resources and planning for change, they continue to struggle with long-term, sustainable change. But what really creates sustainable change? Sustainable change means moving beyond “check-the-box” efforts – focused on the execution of communication plans and project milestones. Instead, organizations should bolster their efforts with a focus on leading, not just communicating, the change and engaging staff cooperatively to drive new behaviors.


This paper focuses on best practices that do more than require check-the-box adherence to a series of change activities and methodologies.



Lyke-Ho-Gland, H. (2019), "Closing the change management gap", Strategic HR Review, Vol. 18 No. 4, pp. 168-175.

Download as .RIS



Emerald Publishing Limited

Copyright © 2019, Emerald Publishing Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.