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Being Aware is where the change management capability journey is driven by individuals or specific projects.
The initial measure of change capability is Awareness. Organisations at the starting point of building their change management capability are often centred around stand-out individuals driving ad-hoc change management practices in isolated projects.
This initial stage of maturity is typically driven by individuals or specific projects with change management capability; change management methodology and approaches are dependent on individual resources recruited to support specific projects.
Change Management-specific Strategy & Leadership and Business Readiness are still new conversations in your organisation and business engagement and active change leadership are still emerging.
The need to develop capability across the three focus areas of change management capability is a new concept.
Explore the Strategy & Leadership Focus AreaBusiness Readiness & Adoption
Explore the Business Readiness & Adoption Focus AreaChange Management Delivery
Explore the Change Management Delivery Focus Area
Projects are also likely to be working independently of each other and change activities are not aligned or supporting the work of other initiatives. There is no single change management approach, methodology or tools available. You’ll also notice that key performance indicators are typically financially driven with little to know ‘people’ measures or outcomes driving the business case.
The most obvious change management aspects visible in this stage of maturity is the emergence of focussed project-related communication and training activities.
Everyone starts their change management journey somewhere.
Most organisations start with improving their focus on communication and training. At this point of change management capability, communications are quite ad-hoc and are built by individual projects. Business areas are squarely focussed on their business-as-usual activities and provide limited support to change efforts.
Getting your foundational skills in designing effective communication and stakeholder engagements takes you leaps and bounds towards creating amazing change management outcomes for your project or organisation.
Many projects treat training as a once off activity supported by quick reference guides and maybe a few videos stuck somewhere on the intranet.
Communication and Training are two of the four facets of Tactical Change in the Peak Change Blueprint. The Tactical Change Facet of the Peak Change Blueprint defines the fundamentals and day-to-day tactics we use in business, project, program and portfolio change. These are the key skills that make the difference between a good change management practitioner and a great change management professional.
Building your foundational skills in Tactical Change makes the transition to higher maturity levels easier for you as a practitioner and your organisation. Find out more about developing your Tactical Change Skills.
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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!