1. Ms. Funmi Ade
A Presentation for Crown Agents
Thursday 13th February 2013

2. Introduction: Change, the Obvious
• Change- better state of an organization
• Different approaches and methods- iceberg, force field, 7S.
GROW.
•
•
•
•
Importance of stakeholders, people element
Implement
Desired result achieved
Happily ever after

3. The Reality
65% of change projects not meeting objectives; IBM, Making change work, 2008
66% of IT projects abandoned or failed, Standish Group Study, 2003
70% of change programme fail; Journal of Change Management, 2002, D Miller,
Successful Change Leaders
66% TQM programmes fail and 70% reengineering efforts fail, Senge, 1999

5. Change: Not so Obvious
Transform
Change
Implies a new and complete
shift in core values, change in
its entirety from top to bottom,
a change of position from A – B
Core values remain, change is
scoped or limited, the position
doesn’t change A = A
Tinkering (not necessarily at the
edges)
OR
Overhaul
Manage Expectations from the Start

6. The Challenge
Easier to Change
 The Matrix Organization
 System theory,
contingency theory
 Commercial,
competitive
organizations
Eg. IBM
Difficult to Change
 Bureaucratic
 Mature Organizations
 Large organizations
Eg. NHS, local authorities
Easiest to change or
transform
 New organizations
 Small organizations
 Weak organizations
 Human relations
SMEs, technology
companies, eg. Google

7. Implications & Misconceptions
Organizations are dynamic
Organizations are static
(traditional undercurrents) (actual undercurrents)
 Change is a static point
 Change is therefore dynamic
 Change is conclusive
 Change is a continuum
 Change is an equilibrium
 Change is an impact
 Change is an established
process
 Change is continually
managed
 A format can be applied
 There is no singular format
for change
Cognitive Implication for
the Change Agent
 Approach & method will
make or break a change
programme
 Expectations need to be
managed
 Change process will surprise
 Change brings change

8. Change Thinking
Change is a scoped
programme, with a life cycle,
concentrate on result
WRONG
objective and throughput is what
counts and change continues after
programme

9. Approach
Methods/
Technical
Throughput
Change
Tools, cognitive/
intuitive
The change agent inputs numerous resources to which the organization responds. The outcome is the
progressive impact of that process and is effectively the change produced.
Emphasis on through- put, outcome is the effect of throughput, throughput is your change. The
outcome or result, is not a stand alone product and is not the conclusion of a change intention.

10. Getting it Right
• The measurement of success, is embedding, an ability to manage
change, as an on- going process
• Absorbtive capacity of the organization, (yes the client!) makes a huge
difference
• Type of organization, will limit impact, remember organization type
• Your outcome is your throughput, not a result in itself.
• The buck stops with the change agent, understand your terrain, know
the dangers