Change Capability Building

By David Miller and Audra Proctor

The volume and complexity of change that organizations are facing continues to increase, and they cannot risk the negative impacts of not executing their business critical changes. Whether focused on cost reduction, process redesign, mergers, restructuring or a large IT implementation, it can be difficult for organizations to capture the full value from their change activities.


A 2008 IBM survey “Making Change Work” identified an average 22% gap between the amount of substantial change an organization expected and an organization’s success at actually changing. There may be a number of causes of this gap; it could be that these organizations are pursuing inappropriate strategies, or it could be that they are in rapid decline and unable to muster sufficient resources. It could even be that they simply lack the process efficiencies that can drive real business change. However, we would conclude that the core reason for organizations failing to execute, and realise benefits from their strategies is the difficulty getting employees to embrace the change with each new initiative.

This is the realm of change management – helping people adopt new behaviours, accept and take ownership of change, instead of resisting it. Successful project implementations rarely come from purely technical project plans that do not take into account these human dynamics of change. The qualitative impacts of poorly managed change can be seen and felt by many and effective change management is known to increase the likelihood of achieving project objectives and return on investment (ROI). The issue is how best to make change management happen in your organization.


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