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, programmes 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.
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