Tag Archives: prosci

Change Saturation

Too Much Change

firworksMany people in organisations are reporting that they are doing “too much change”. Which usually means they feel they are not able to cope with the changes they are being asked to carry out. To understand what this means we need to look at three forces going on in an organisation:

  • The amount of change the senior managers are asking for (the demand side)
  • The capacity and capability of the organisation to do change (the supply side)
  • The motivation of people in the organisation to do change (the people side)

This note will look at the balance of these forces and see why and how they might be directed.

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Where projects end and change begins

Change adds value to projects

Why do change? In a recent Prosci article the author provides useful questions to elicit the value of doing people change on top of a delivery project. I also find that many people in the project world just don’t get the ‘change’ bit. A large multinational company I have talked to wants to do programme management; but still call it ‘coordinating a number of projects’. They don’t see that the difference between a project and a programme is people change.
Click here to learn about the difference

Does a change capability matter?

Good change is good for business

McKinseyQiconI think the heading answers the question! A recent survey reported by McKinsey entitled ‘Why Implementation Matters‘ reports on the effect that strategy implementation has on a company. Strategy implementation is quite clearly stated as the ability to implement major change programmes. As you would expect with McKinsey they looked for the ability to deliver sustainable financial benefits from change aligned with strategy.

click here to find out how much implementation matters

It’s still the Senior Manager wot did it

Contributors to Change Success

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A recent email from Prosci about their 2013 survey (results published this year) lists the top seven contributors to change success. This is probably the most important result from the survey and the most widely reported. Top of the list, again, and by a large margin is ‘active and visible executive sponsorship‘. There are some changes in the other contributors. All have been re-written to make them more compelling. I notice that dedicated change management resources and funding has moved up the list.

to read about the rest, click here

Change Manager Standards

Two new standards announced

The effective change managerIn the last few months two organisations have announced standards to define the role of the Change Manager. We wait for years for the role to get a formal definition and then two turn up at once.

We believe that these standards are an important development in the maturity of managing change as a subject and especially for the role of the Change Manager. They indicate an increasing awareness of the need for the role and the need to define it professionally.  Below I work through the importance of these standards, their context, and the dangers they may present.

click to see the upsides and downsides of the standards