This document summarizes research showing that most change projects fail to meet their objectives. It then discusses different approaches to change, noting that transformational change implies a complete shift in core values while change maintains core values. The challenges of changing different types of organizations are explored, with bureaucratic and mature organizations seen as most difficult to change. Common misconceptions about change being a static endpoint rather than dynamic and continual process are addressed. The document emphasizes that the change agent's approach and focus on throughput rather than a single outcome are most important for success. It concludes that embedding an ongoing ability to manage change is the true measure of success.

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