Measures of Repeatable Change Capability

Exploring Business Readiness & Adoption Change Management Capability

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Measures of Repeatable Change Capability

Repeatable change management methodology and processes are put in place and are used more consistently across projects, programs and the portfolio.

As organisations continue to develop their change management capability, repeatable change management methodology and processes are put in place and are used more consistently across projects, programs and the portfolio. You’re seeing the evolution of capability across the four key components of change maturity—People, Process, Structure and Tools & Technology.

Change leadership capability is building and there is a sense that change is generally understood, although its often viewed with cynicism from previously poorly managed change initiatives or historical false starts.

Senior Leaders and Executive are receiving some aspects of change management training but there are no formal or consistent induction processes in place for change sponsors. Opportunities to formally develop change management skills are limited and are more likely driven by personal relationships between change management practitioners and the individual leaders.

Some competency demonstrated in aspects of change management, but Senior Leaders and Executives are not formally measured on change management outcomes and the effectiveness of their change management principles and practices.

Remember, Business Readiness & Adoption is one of the three focus areas of change management capability.

Strategy & Leadership Business Readiness & Adoption Change Management Delivery

Moving to the Next Change Management Maturity Level

It is not unusual for organisations to experience an imbalance with maturity across Strategy & Leadership, Business Readiness & Adoption and Change Management Delivery. We know that project change management capability is the easiest of the three change management capability focus areas to develop.

Research tells us that building Change Management Delivery capability is the easiest of the three change management maturity focus areas to develop. Remember, effective Change Management Capability is supported by four key components—People, Process, Structure and Tools & Technology. These need to be present across all three focus areas of change maturity—Strategy & Leadership, Business Readiness & Adoption and Change Management Delivery—not just change management delivery.

Growing your Business Readiness & Adoption Capability

Business areas will have a view of upcoming changes and are actively working with project delivery teams to create sustainable change management approaches to support the new ways working.

The organisation is also investing in leadership development capability that embed change management principles and practices into the way leaders are developed and encourages a culture of coaching and innovation across the business.

Formal change agent networks have been established and are consistently leveraged across projects, programs and portfolios as a means of effective business engagement and continuous improvement of change management principles and practices.

Opportunities to formally develop change management skills are formalised through professional development pathways, peer mentoring programs and supplemented by coaching support from change management practitioners.

There is a defined change management knowledge area accessible across the organisation to support self-paced learning and encourage consistent change management principles and practices across different types, styles and sizes of business change initiatives.

Effective Change Management Capability is supported by four key components—People, Process, Structure and Tools & Technology. These need to be present across all three focus areas of change maturity—Strategy & Leadership, Business Readiness & Adoption and Change Management Delivery.

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