If you didn’t take part in the survey – let’s just set the scene.

The ability of any organisation to change has a direct impact on its ability to thrive and prosper. It’s important and yet for most organisations, it’s a real challenge. We run this survey periodically to:

  • Provide an opportunity for members of the Real Change Club to reflect on the change capability they see in their own organisation
  • Contribute to a broad view of the change capability across a large number of organisations
  • Identify the most common challenges faced and therefore, the most useful articles that we can provide through the Real Change Club in the future

The great thing about this survey is that because it is completed by members of the Real Change Club. It’s a survey of change capability – by change professionals.

The survey asked for an assessment against the 16 capabilities needed for successful and sustainable change.

One significant conclusion is that you view  more than 80% of change capability as ‘broken’ in some way, needing action to achieve the  level of performance you want.

In the attached infographic (see “download” at the bottom of this article) we have pulled out 4 of the most common challenges and 2 areas that are seen more positively.

If you’ve any observations or questions, please drop me a note, and if you think any of your colleagues will get value from the infographic, please send on to them.

In future newsletters to the Real Change Club we will be sharing our ideas and experiences to help you make a real difference in your own organisation. Let’s all work toward a real improvement in next year’s survey!

Some of the comments made by those completing the survey

Please describe the change capabilities that you need to perform well, to differentiate you from your competitors and give you a real competitive advantage
  • Customer journeys and developing vision
  • Innovative and ‘simple as possible’ solutions built in a flexible way, implemented at pace – that equates to eliciting requirements from key business SMEs and turning these into the right solution to be delivered. This translation of the idea through to what does it actually look like is challenging. Visualisation techniques and prototyping can help with this but it needs strong facilitation and focus to ensure ’simple and quick as possible’ is the outcome.
  • Benefits realisation requires a degree of discipline across Exec and senior management to ensure traceability
  • Right sized change delivery process to match the type of change needed
  • Programme Delivery Leadership and understanding real change Business Readiness Managing vast amounts of change
  • Flexibility, pragmatism, determination, focus, perseverance
  • Leadership Vision Communication Experience in delivering change Ability to quantify costs and benefits
  • Exec engagement
  • Competent specialists Right blend of permanent and contractor Building enduring business change capability
  • Mercedes quality for Ford prices
  • Defining outcomes which create a market differential vs. ’me too’
  • Aligning the whole organisation to deliver the changes necessary, removing silo’s and blockers.
  • Ensuring we are investing in the right projects and have the skills and capabilities to deliver high quality at speed
  • Define a differentiated ToM in our market segments, and being able to deliver the timely transformation cost effectively.
  • We need to choose and implement a global CRM, the company management understand this but are not willing to put money into it and for some reason have decided upon a supplier that has not got the capability to deliver what is needed despite this coming up in the tender process. They have also rejected another supplier who could easily do all we want but will not say why.
  • Clear, concise scoping, objective setting and planning. Turning strategic objectives into clear action plans that the business understand and can witness!
  • We need to improve at strategic planning/portfolio management; project delivery; benefits realisation
  • Speed, flexibility, pragmatism

POSTED BY: David Knappett - Consulting Director

CONTACT: david.knappett@projectone.com

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