Digital disruption, innovation, compliance, political, and environmental factors are all key drivers as to why organisations embark on transformational change programmes. Typical characteristics of programmes include timescales extending to years (as opposed to months), engagement of stakeholders and external parties at all levels of an organisation, and a key focus on new organisational capabilities, outcomes and benefits (not just individual deliverables). All this, often combined with high levels of volatility, uncertainty, complexity and ambiguity leads to a challenging environment.
So it is no wonder that we hear of organisations struggling to achieve truly effective transformational change. One key to successful transformational change is understanding overall organisational/business change readiness – without understanding the real capability, capacity, and belief to see change through, many organisations fail to deliver change successfully.
5 Key Dimensions to Assessing Business Readiness For Change:
- What is our track record of change? What are recent experiences of change? Have they been good, bad, or indifferent? Yes, think lessons from past; which successful aspects can be used as a model for future change programmes, and where change hasn’t gone well, what can we do differently?
- Does our culture actively embrace change? Are people receptive to new ideas and innovation? What is the level of trust between leaders and their teams? Do people come together as a team under pressure and stress, or resort to conflict? Is change typically, for example, embraced, avoided or accepted as inevitable? Do people believe they have an opportunity to influence or affect a change?
- Is the current environment conducive to change? Consider the number of changes occurring simultaneously. How much change has happened in the past year? We have all heard the term ‘change fatigue’ where too many changes happening at once impact on the capability, capacity, and belief to see another change through to fruition. Do people have confidence in management’s ability to guide them successfully through the change?
- Does the change fit with organisational culture and values? Do people feel a sense of urgency to change? Will the change support your organisation’s values or radically change the way people work and interact? Are people committed to said organisational values?
- How effective are our supporting systems? Change doesn’t happen in a void – it requires underpinning systems such as communications, learning and development, decision making, and performance management. Can such areas cope with the changes envisaged? Are supporting systems recognised as an integral component of change? And finally, are the right people being involved and what else needs to take place in order to support effective transformational change?
“Building organisational readiness to change… The capability, capacity and belief to see change through.”
The effective change manger/The Change Management Body of Knowledge, CMI
For more information on our change management workshops or to speak to an advisor regarding the facilitation of successful change management and transformation, phone us today on +65 6818 5771