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An organisation that excels at change management has competitive advantage.

This is due to higher levels of productivity and employee engagement, higher standards of work and the speed at which you can react to market change.

Yet, statistics say that 70% of projects do not meet their objectives, so it’s logical to suggest that building a change management capability should be a priority for any organisation delivering multiple technology projects with the aim of consistent successful implementation. After all, Having a change capability in place allows you to standardise your approach to delivering change and will therefore improve desired results.

More and more we are seeing the delivery of technology change move beyond a project by project approach and into an organisational wide change capability. This is where change becomes ingrained in your company’s DNA and a natural, habitual trait. After all, if you’re able to successfully deliver one piece of change using a structured approach, why wouldn’t you choose to do that for all technology change?

Think about it this way: Your organisation’s core business activities revolve around business processes, systems, technology and human resources. Technologies, methodologies and strategies are required to improve them and create positive change in profitability, productivity and reputation. Organisation-wide change capability takes this up a level by standardising, and consistently improving, the way you deliver change.

In 2018, the top three priorities for building a change capability were training, education and standardising change methodologies. However, these elements can only happen when an organisation’s leadership has an awareness of the value that change management and change capability can provide and when the standards work for the organisation at an operational and cultural level.

The use of standard best practice models and methodologies is a frequent starting point for many organisations, however, they often experience failure due to the lack of successful merging with their culture, operations and specific delivery methods.  If you are taking an off the shelf product and hoping it will fit 100% into your organisation’s culture and successfully work, then you are likely to be disappointed. 

Are you trying to fit a square peg into a round hole?

Until everything works cohesively, you’re likely impeding the success of your change capability and its ability to deliver consistent results.

So, what will work best?

The best option to provide a capability that constantly performs is to build on what you already have by creating a framework that takes into account:

  • Organisational culture
  • Technology delivery
  • Existing structure
  • Maturity of managing change
  • Geographical diversity
  • Supplier partnerships
  • Approach to strategic planning
  • Business vision and direction
  • And, of course, people

Having a bespoke change capability will help you to consider how you manage and deliver change across your organisation so that you’re constantly delivering successful technology change.

Does your organisation need support and guidance on setting up a change capability?

At the Business Change Collective we can co-create and launch a change capability so that you have an in-house centre of business change leadership bringing you expert advice and best practice to consistently, continually and successfully meet all your technology transformation requirements.

E-mail Becky Strafford to discuss your organisation’s requirements.

Becky Strafford is the Director of the Business Change Collective with over 20 years’ experience delivering the people side of change for some of the world’s leading organisations. With a deep understanding of how people see and react to change, Becky is passionate about putting people at the heart of change to ensure they readily accept and adapt to new ways of working.