In a recent HRB article, author Ron Ashkenas rightly points out that most of change management efforts fail because it is a task often relegated to HR or an outside consultant. He and most of those who replied to his article make the common sense assertion that change management efforts should be the purview of the leader/manager. If we surveyed a hundred managers, the majority would probably agree that it is their job to manage change.
Then why do managers often look to HR or consultants to take on the role of change managers? Based on observations in client organizations, I offer some ideas: