Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

CMI Presentation on Organisational Change Maturity Model

6,720 views

Published on

On 22 March Caroline Perkins, MD of Carbon Group and President of the CMI, shared her latest research and work from her new book. The Maturity Model supports you and your organisation in becoming more agile with clear levels that you can aim for.

  • Create Your Own Odds Playing The Lottery ▲▲▲ http://t.cn/Airf5UFH
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Ripley's Believe It Or Not Investigated Him After His 5th Win...(unreal story inside) ♣♣♣ https://tinyurl.com/t2onem4
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Snaptits big-breasted girls snaps only. View pics... ●●● http://t.cn/AiuWKDWR
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Discover a WEIRD trick I use to make over $3500 per month taking paid surveys online. read more...  http://ishbv.com/surveys6/pdf
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • Your opinions matter! get paid BIG $$$ for them! START NOW!!.. ★★★ https://tinyurl.com/make2793amonth
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

CMI Presentation on Organisational Change Maturity Model

  1. 1. Change AgilityOrganisational Change Maturity Model Caroline Perkins
  2. 2. Agenda • Background • Organisational Change Maturity Model • Survey results • So what... • Where are you?
  3. 3. Background Changes are being driven constantly and at great speed Big Programs are still failing despite advances in Project Management, Change Management , Governance & Leadership Mismatch of Agile Software Development & lean methodologies to traditional Waterfall governance Organisational change is bigger than the sum of its project parts
  4. 4. ‘Change Agility’ Required A fully mature organisation manages all change consistently - Leading from the top - Clear vision & measures -Constantly adapting change portfolio - OK to fail - Feedback & collaboration of the whole business High performing organisations do not experience the dips in productivity currently considered normal for change initiatives
  5. 5. Research Based AnalysisCarbon Group, Change Consulting• Change Management Institute (CMI) • International survey to verify results • White paper• Change Tracking • Cross referencing with data from over 2000 organisationsPublished in 2012The Agile Change Management Methodology
  6. 6. Definition of Change ManagementThree key category areas required for effective organisational Change  Strategic leadership of change  Business readiness to receive change  Project change managementEach category requires very different capabilities ate each maturity level
  7. 7. Organisational Change MaturityModel (OCMM)
  8. 8. Strategic Change Leadership• Active sponsorship to articulate the vision and drive the change• Culture supports innovation, it is safe to fail• Accurate feedback to enable leadership to react and adapt• Boards have a thorough understanding of how change is managed• Correct measures available to challenge and recalibrate• Agile Governance (Step -> Test -> Adjust)
  9. 9. Business Change Readiness• Business areas manage and control the change being received• Middle management and employees collaborate and shape the change• Clear maps of the change journey they are facing & leading• Standard processes for rolling out continuous change (knowledge management, training and communication)• Managers have the ability to lead change effectively
  10. 10. Project Change Management• Change Management expertise a key role in projects• Consistent change methodologies in place and aligned to project management methodology• Effective Change budgetary planning, support available after project closure• Design of projects driven & frequently adjusted by change feedback and scenario testing• Change (lead) rather than financial (lag) KPI’s
  11. 11. CMI Survey Results• No organisation reported an overall maturity level of 4 or 5• 5% of respondents reported some capability at the Optimised maturity level• 14% of respondents report full capabilities at the lowest maturity levels• Smaller organisations rated more highly in overall maturity than larger organisations• Highest overall capability was a large, decentralised global organisation
  12. 12. CMI Survey Results• Strategic Change Leadership capabilities generally more mature than the Business and Project Change categories• Project Change Management capability is the easiest to build & increases in line with the organisations strength in Project Management
  13. 13. Consistent Low Maturity• Monthly assessment of Change Key Performance Indicators across the organisation• Clear process for ongoing prioritisation of change impacts across the organisation• Comprehensive change feedback is available for executive and board• Change feedback assessed early & often to determine viability & direction• Organisational change Impacts and progress are reported to the Board (quarterly)• An executive level office is in place to manage Change across the organisation.• Organisational structure is organic and adept at adjusting to the nature of change• Managers have the skills to lead teams during change (even when personally impacted)• Managers are able to track impacts to their areas from multiple projects to guide pace and timing
  14. 14. So What?Project Change Business Strategic OutcomeManagement Change Change readiness Leadership Constant push back (resistance) from business, complaints1 0 0 about sponsorship, lack of involvement, little benefit realisation, projects re-inventing the wheel to roll out implementation Business training/comms controlled and cheaper, push back1 or 2 2 0 from projects as not sufficient for needs. Cynicism about value of Change Management Change management part of project approach, focus on2 or 3 3 1 deliverables rather than engagement, execs start to question approach, CM’s invited to steering committees, Watermelon Projects! Agile software development/lean concepts struggling, as4 2 or 3 0 or 3 organisation does not support Execs frustrated with speed/non-delivery of projects, middle2 0 3 management un involved, unsure and overload of initiatives, change fatigue Sophisticated Change Management, mismatch with rest of4 0 0 organisation and project governance, confusion (often result of consulting recommendations!)
  15. 15. Where is your organisation?
  16. 16. Questions Caroline Perkins cperkins@carbon-group.compresident@Change-Management-Institute.com

×