Change AgilityOrganisational Change

Maturity Model

Caroline Perkins

Agenda

• Background• Organisational Change Maturity

Model• Survey results• So what...• Where are you?

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

Change Agility

When ‘Change’ is part of the organisational DNA?

Background

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

High Performance

It is not only what you do...

It is also about your starting point

‘Change Agility’ Required

Carbon Group, Change Consulting

• Change Management Institute (CMI)

• International survey to verify results

• White paper

• Change Tracking

• Cross referencing with data from over 2000 organisations

Maturity Model

Five Levels that describe the capabilities needed to reliably produce Change outcomes

Research Based Analysis

Published in 2012

The Agile Change Management Methodology

Three key category areas required for effective organisational Change

Strategic leadership of change

Business readiness to receive change

Project change management

Each category requires very different capabilities ate each maturity level

Strategic

Change

Leadership

Business Change Readiness

Project Change Management

Definition of Change Management

Organisational Change Maturity Model (OCMM)

• 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)

Executive leadership actively leads & supports the organisational change agenda

Strategic Change Leadership

• 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

Businesses own, design, manage and control Change being received into their areas

Business Change Readiness

• 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

Change Management is a key element to all projects, often the first and the last activities

Project Change Management

• 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

CMI Survey Results

Organisations build capability in the different categories at different times

• 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

CMI Survey Results

• 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

Provides an insight into areas that have low maturity & need development in all organisations

Consistent Low Maturity

So What?

Project Change Management

Business Change readiness

Strategic Change Leadership

Outcome

1 0 0 Constant push back (resistance) from business, complaints about sponsorship, lack of involvement, little benefit realisation, projects re-inventing the wheel to roll out implementation

1 or 2 2 0 Business training/comms controlled and cheaper, push back from projects as not sufficient for needs. Cynicism about value of Change Management

2 or 3 3 1 Change management part of project approach, focus on deliverables rather than engagement, execs start to question approach, CM’s invited to steering committees, Watermelon Projects!

4 2 or 3 0 or 3 Agile software development/lean concepts struggling, as organisation does not support

2 0 3 Execs frustrated with speed/non-delivery of projects, middle management un involved, unsure and overload of initiatives, change fatigue

4 0 0 Sophisticated Change Management, mismatch with rest of organisation and project governance, confusion (often result of consulting recommendations!)

Where is your organisation?

Questions

Caroline Perkins

cperkins@carbon-group.com

president@Change-Management-Institute.com