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Using research to improve the delivery and effectiveness of change programmes Jim Dale


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APM webinar 21st October 2013. Presentation by Jim Dale, Secretary of the Programme Management SIG

Published in: Business, Technology
  • This is great! I attended the webinar, and it provided interesting insight into, for example, the failure of major change programmes remaining largely unchanged for the past 60 years... this slideshare resource is useful as a record/reference as well as for those who couldn't attend.
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  • Thanks Merv for uploading these slides and acting as the Master of Ceremonies.

    A YouTube download of the webinar is available at:


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Using research to improve the delivery and effectiveness of change programmes Jim Dale

  1. 1. Using Research to Improve the Delivery and Effectiveness of Change Programmes & Projects Change Where you see this button in the presentation Click to tweet & share with others Change Change Change Change Part 1: Setting the Scene : Jim Dale
  2. 2. Pressures and Pace of Change The pressures for change are unrelenting and all organisations are in at state of flux as they respond to technological advancements, competitive pressures, government policy and the economic downturn (CIPD, 2013).
  3. 3. A few words of introduction
  4. 4. Lets ensure we are talking about the same things Plan Implement Consolidate
  5. 5. APM’s Model of Change Delivery
  6. 6. Lets kick off with a Poll ✔
  7. 7. What is the failure rate when delivering organisational change? A 30% B 40% C 50 % D 60% and higher
  8. 8. The answer is D 60 % and higher! Sources: CIPD, 2013 Beer & Nohria, 2000 Balogun & Hope Hailey, 2004 IoD, 2012
  9. 9. Gaius Petronius Arbiter It appears to have been ever thus…. “We tend to meet any new situation by reorganising. And what a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency and demoralization” The Satyricon, Ist Century AD
  10. 10. Achieving Change is NOT easy “It must be remembered that there is nothing more difficult to carry out, more doubtful of success, nor more dangerous to handle, than to initiate a new order of things” Niccolo Machiavelli (1469 – 1527) Extract from ‘The Prince’
  11. 11. “Alarmingly and despite the warnings and lessons learned, up to 80% of all changes fail to deliver the planned benefits” Office of Government Commerce (OGC), 2005
  12. 12. Gateway Lessons Insufficient recognition and attention to change management issues is a recurring finding from the UK Government’s Gateway Review Scheme
  13. 13. Another Reason? “Change is often viewed as something to be overcome, controlled and a disruption to this known world, rather than the new ‘norm’ that needs to be managed.”
  14. 14. My own on-going doctoral research: methodology 1:1 Semi Structured Interviews / Focus Groups Literature Review Survey: Self completed questionnaire Action orientated Research with an ongoing Strategic Alliance Programme
  15. 15. A snapshot of comments • “Success and failure is not absolute” • “We don’t use the term failure but most change programmes achieve a sub optimal outcome” • “All our projects are doomed to succeed. We can implement new systems but nothing changes” • “I am struggling to think of a successful change management programme” • “Even the successful initiatives contain huge areas for improvement” • “Given our track record, employees have every right to be sceptical and suspicious”.
  16. 16. Why? 1 of 3 • Poor research. Many change models and frameworks appear flawed or have no evidential base. • Out dated research: We still use and rely on research undertaken in a different era. • Knowledge about the discipline of change management matters appears ‘sketchy’ within the PM community. • There is no common agreement on what works and what does not.
  17. 17. Why? 2 of 3 • Too many senior managers consciously or sub-consciously subscribe to Morgan’s (1997)metaphor of organisations acting as machines. • Real life pressures often result in good theory and practice being jettisoned (The hypocrisy of change management)
  18. 18. Why? 3 of 3 • Folklore and current thinking needs to be challenged. Is change always resisted and does a desire to create strategies to overcome resistance create an appropriate mind-set? • Managers continually under-estimate the costs, time and challenges involved in delivering effective organisational change.
  19. 19. We need your help….. Please complete the Major Change Survey available on-line at:
  20. 20. Session Two Rod Willis
  21. 21. References • Balogun, J., and Hope Hailey, V. (2004) Exploring Strategic Change. (2nd ed.). London: Prentice Hall. • Beer, M., and Nohria, N. (2000) Cracking the Code of Change. Harvard Business Review, 78:3, 133-143. • Chartered Institute of Personnel and Development. (2013) Factsheet: Change Management. London: CIPD. • Change Management Institute (2012) Organisational Change Management Maturity: 1-20. Available: • Institute of Directors (2012) Leadership. London: IoD. • Morgan, G. (1997) Images of Organization. Thousand Oaks: Sage. • Office of Government Commerce. (2005) Business Benefits through Programme and Project Management. Norwich: TSO. • Office of Government Commerce (2008) The Eleven Gateway Lessons. Norwich: TSO.
  22. 22. Jim Dale Contact Details ProgM (APM) Email Linkedin