The document discusses how change is a core competency for organizations. It provides examples from various studies that found organizations that were most successful at change ensured staff felt ownership, roles and responsibilities were clear, and the organization was engaged through ongoing communication. A key challenge is when users are too busy to engage with projects. The document advocates for incorporating change awareness, readiness, and capability into best practices to help organizations achieve strategic objectives through change.

1. Give your organisation
the ability to achieve
results and realise
benefits
1

2. Old world/New world
Time
Co
y t
st
ali
Qu
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3. Change is a core
competency
 IBM 2012 Global CEO Study
 IBM 2010 Global CEO Study:

4. Change is a core
competency
CIPD Learning and Talent Development Survey 2012

5. Change is a core
competency
How effective is your organization at each of the following areas?
1. Achieving the desired operational goals from change from
Achieving the desired operational goals
43%
initiatives change initiatives
2. Improving organizational financial performance through
Improving organizational financial performance
through change initiatives 43%
change initiatives
3. Identifying the changes that are necessary to necessary to be
Identifying the changes that are be
successful 43%
successful
4. Changing at the right pace Changing at the right pace 35%
5. Sustaining the positive impactpositive impact fromat least for
Sustaining the from changes for changes
five years at least five years 31%
Note: Percentages indicate the number of respondents indicating “effective” or “highly effective” in these areas.
How Top Companies Create Clarity, Confidence and Community to Build
Sustainable Performance – Towers Watson May 2011

6. Change is a core
competency
Mckinsey survey 2000+ firms – March 2010
 Actions taken by the companies where respondents
state they were “very/extremely successful” in
reaching the transformation’s targets:
◦ Leaders ensured that frontline staff felt ownership for the
change.
◦ Roles and responsibilities were clear, so people felt
accountable for delivering results.
◦ The organization was engaged and energized through
ongoing communications and involvement.
◦ Our best talent was deployed to carry out the most critical
parts of the transformation.
◦ Leaders role-modelled the desired changes.

7. Broadening best practice
1969 1972 2004 2011
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8. Broadening best practice
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9. Integrating two worlds
Project lifecycle Change lifecycle
Deliverables
Productivity /
Efficiency /
Customer service
Time
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10. Critical success factors
 Structured approach
◦ Coverage of the change activities includes all
processes and functions impacted by the change
◦ Change readiness tracked by team/function
 Self determination
◦ Breadth of participation activities offered to those
impacted by change
◦ Level of involvement and participation by
team/function/management level
◦ Time made available to participate in change
activities

11. Failure to engage
 User is too busy with ‘business as usual’ to engage
with the Project Team
 Project team continue to build deliverables despite
the vacuum
 Users become involved as the project nears its end
date, requesting amendments and changes to the
deliverables
 Project exceeds its scheduled ‘go live’ date
 Users do not embed the deliverables into approach,
so continue to use a mixture of new deliverables
and old processes
 Project costs not exceeded by realised benefits

12. Activity
 What is the biggest change that you
will need to make to improve your
business value in this new world?
◦ Do things differently
◦ Learn something new
◦ Work with different people

13. Vision for the CMO
Portfolio/Programme Office (P3O definition)
Support the definition and delivery of a portfolio of
programmes and projects within a department,
division, geographical region or business unit.
Change Management Office (Maven definition)
Provide the organisation with a focal point for
governing, structuring and implementing change
initiatives, ensuring each is delivered effectively
through the application of a consistent methodology
and performance metrics.

14. Answers from the CMO
 Are the changes planned and underway capable of
achieving the strategic objectives?
 What other initiatives should be added to fill any gaps
between strategic ambition and current changes?
 What initiatives are failing to deliver expected
improvements?
 Should they be prematurely terminated or a task force
be assigned to their repair?
 How can we filter initiatives at the ideas stage to prevent
authorisation of the 'wrong‘ initiatives
 What steps in the decision making process can we
remove or amend to increase the speed of decision
making?

15. Activity
 Who are the sponsors of a CMO and what do they
need to know from the CMO?
 Who are the customers of a CMO and what support
do they need?
 What are the key elements of the methods and
processes that the CMO adheres to?
 What key metrics should the CMO be tracking
regarding change initiatives
 What behaviour changes should the CMO be
encouraging in the project community and the
business as a whole?

16. Conclusion
Change must be incorporated in our best practice:
 Change awareness – understanding the components of
change and the cultural factors that lead to an environment
where change is normal
 Change readiness – understanding the extent to which
these components are currently deployed
 Change capability – building an organisation that is
accomplished in deploying these components to achieve its
strategic objectives
 Change effectiveness – speed at which an organisation
realises the benefits from change, the level of engagement
and participation with change and minimum levels of
resistance to change

17. Additional resources
The purpose of a Change Management Office
 http://www.maventraining.co.uk/media/06/1206-the-pur
Project Management becomes mainstream
 http://www.maventraining.co.uk/media/72/1572-project

18. For more information
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T: 020 7403 7100
www.maventraining.co.uk
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