Change Management Delivery Change Management Maturity Assessment

Change Management Maturity Assessments are a great way to check how
your organisation is tracking on building change capability.

You don’t need to move mountains to build change capability.

You do need to understand where you are and where the climb could take you.
So why not get the best view and a plan for the future- today! All it takes is a simple pulse check.

This pulse check asks you a series of questions about change in your organisation.

For each question - just choose the answer closest to what you are experiencing in your organisation.

The end goal is to give you the insights you need to create sustainable change capability for your organisation - starting today.

How would you describe the current approach to project communications?

Our organisational communications are responsive to the business needs, standardised and well adopted, and are linked to our vision

We have shared organisational communications standards that are mandated, with continuous improvement processes in place

Organisational communications in our business work with the business rhythm and have clear owners

Our business provides a standard approach to organisational communications which most of our areas work with, some ad hoc development does occur

We don't take any standard approach to our organisational communications in our business, all areas manage this individually or not at all

How would you describe the current approach to change management?

Our organisational change approach is standardised and well adopted, and is linked to other business frameworks and approaches

We have a shared organisational change methodology that is mandated, which we work to continuously improve and build adoption for across the business

Our mandatory organisational change methodology is linked to tools, templates, roles and training and has clear owners

We have a standard approach to change which is generally used, some ad hoc development does occur

We don't take any standard change approach in our business, all areas manage this individually or not at all

How would you describe change management activities undertaken across the organisation?

Our change activities are completed collaboratively across the business, in alignment with our change framework and organisational vision

Activities for change are consistently planned and delivered to our change framework and a consultative approach is used

Our change activities follow our change framework, and are linked to tools, templates, roles and training

In general, our change activities are linked to our change framework, and leaders are provided with some guidance

Change activities are usually ad hoc, with training and communications delivered inconsistently by individual areas

How would you describe alignment between change management and organisational strategy here?

Change Management is fully integrated into the organisational strategy including budget, resourcing, planning, measurement and reporting

In our business, change activities are managed as interdependent with other organisational activities, without full integration

Change and organisational activities are defined and supported in our business by tools, templates, roles and training, without interdependencies being specifically defined

We plan and track our change activities alongside other organisational activities

Our change activities happen in isolation from each other and other activities in the business, with little to no alignment.

How would you describe the current approach to training in change management?

Our teams can access training and coaching in change management methodology and competencies

Our business training is offered in change management methodology and competencies

Our change management training is linked to standard methodology, tools, templates and job roles

We have provided training in some aspects of change management

Our business offers no training plan or other interventions, although some people have pursued own training

How would you describe the general level of change management competency demonstrated?

Widespread competency - competency in change management is measured, rewarded and recognised as integral to the success of our business

Widespread competency - change management competency is measured as part of performance management mechanisms

There is a good overall level of performance against defined change management competencies linked to our chosen methodology

There are pockets of competency demonstrated in our business across aspects of change management, but we don't formal measure

Our business doesn't measure change management competency and would likely demonstrate little to no competency at this time

How would you describe the effectiveness of your training in change management methodology?

Highly effective - our program includes training as well as coaching and accreditation

Highly effective - our program is linked to job roles, actively advocated by our leadership team and is regularly reviewed

Effective - we have training in place for our change management methodology and we continue to focus on the application of that learning in the business

Moderately effective - the business provides some or limited training for our change methodology, as well as tools and templates

Not effective - we don't provide training on change management practice or competencies

How would you describe the availability of ongoing professional development in change management competency?

Our business forecasts, reviews and offers professional development for change management competency based on business and personal requirement

Change management personal development is offered based on competency tracking and gap analysis that is managed through our self-development process

Competency development in change management is available if sought for professional development

While come change management competency development opportunities exist in our business, they are limited in what is offered and to who they are available

there is little or no ongoing professional development available in the area of change management competency in our business

How would you describe the application of change management in your business to different types, styles and sizes of organisational change initiatives?

Our organisational change methodology is flexible, responsive to business needs, and fully integrated into portfolio frameworks, including integrated budget, resourcing, impact, planning, measurement and reporting

The business change methodology is well adopted and responds to business needs, provides broad project methodology support and flexes from project to program level

Our business change management framework is mandated, and considers a range of sizes of projects but is not in use for different project methodologies

A standard change management approach is applied to most initiatives but some types and sizes of initiatives are not consistently considered

Change management is applied in an unstructured way to different initiatives and managed on an ad hoc basic across the business

How would you describe the availability of change management resources?

Formal change networks are integrated into our business and change resources support through coaching and strategic portfolio management.

Change resourcing is fully integrated, forecast and provisioned to initiatives at project and program level

Resourcing for change activities in our business is well forecast and covers all change initiatives

Change resourcing in our business is generally well managed and meets most business needs

Resourcing for change activities is managed individually through our business areas

How would you describe the availability of budget for change management activities?

Budgeting for our change management activities is given strategic imperative, is responsive to our business needs and addresses project, program and portfolio requirements

Our business Change Management budgeting is well forecast and managed, and responsive to business needs

The business forecasts Change Management budgets, and prepares the business well for the change that is planned

Change management is not forecast in our business budget but may be allocated

Budgeting for change management in our business is completed ad hoc through individual business areas, if at all

How would you describe inclusion of change management capability within job descriptions for senior leader and executive roles?

Change management capability is regarded as a core leadership capability, central to recruitment practices, role design and performance processes for all leaders.

Senior leader job descriptions in our business outline change management capability as a priority requirement, as part of selection, recruitment and performance and are continuously reviewed

Our senior leadership job descriptions include clear definitions and requirements for change management capability, and these are linked to recruitment and selection processes

For senior leadership roles in our business, the requirement to lead change capably is included in job descriptions

Change management capabilities are not included within job descriptions for senior leadership roles in our business

How would you describe accessibility to change management tools and templates?

Our Change Management Toolkit is well integrated into other business toolkits, underpinned by organisational strategy and fully understood and utlised by all leaders and others in the business, with coaching in place to support

A Change Management Toolkit has been mandated and widely adopted, with continuous improvement processes in place and

Change Management Toolkit exists and is mandated, linked to methodology and training, electronic access

A suite of tools and templates exist, generally used, and available from a central point

Tools and templates are used on individually managed basis, shared on ad-hoc basis

How would you describe management of knowledge resources supporting change management?

Knowledge management is operating, is agile to be effective and is linked to strategy

Standard operating and mandated, continuous improvement processes in place

Standard exists, is mandated, linked to methodology, communities of practice in place

Standard approach exists, is generally accessible and used, communities of practice forming

No knowledge standard exists, different methods are used on an individually managed basis

How would you describe the availability of change management measurement tools?

Change management measurement is collaboratively defined in our business with managers, supervisors and employees, is responsive to business needs and connected to business strategy

Change management measurement tools are embedded in business processes and defined and continuously improved by managers and supervisors.

Our measurements for change management are linked to the organisational methodology and training, with tools for measurement consistently applied across the organisation

Change management measurements exist in our business, and are generally used for most change activities

Our business has little or no tools to measure change, we have different methods used in individual business areas

How would you describe reporting mechanisms for change management?

Reporting framework is operating, is agile to be effective and is linked to strategy

Measurement framework operating, mandated and continuously improved

Reporting framework exists and is mandated, linked to methodology and training

A standard reporting framework exists, and is generally used

Little or no tools used to report on change, different methods used on an individual basis

How well do you think you manage change personally?