Measures of Repeatable Change Capability

Exploring Strategy & Leadership Change Management 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, 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.

Remember, Strategy & Leadership 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 Strategy & Leadership Capability

Senior Leaders and Executives will be engaged in active sponsorship of change initiatives and are engaged in setting key performance indicators to drive new ways of working across the business. You will also start to see proactive conversations in prioritising initiatives and business-as-usual work to support the new ways of working.

Senior Leaders and Executive are receiving change management training as part of their professional development and are being formally inducted into project sponsors roles. Opportunities to formally develop change management skills are formalised through their professional development plans and supplemented through mentoring supporting as well as coaching from appropriately skilled change management practitioners.

There are formal competency measures in place for Senior Leaders and Executives and change management outcomes are linked to their individual and business performance targets.

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.