Using a capability model for organisation change

Change Capability Model

We have developed a simple capability model for organisation change. The purpose is to better understand the nature of organisation change and how people go about it.
The model allows us to explain what sort of training is useful given the organisation’s capability maturity (i.e. the level they are at). It also explains how to make better use of training to improve change capability. We have already asserted the need for organisations to increase their change capability as the outside world changes faster and faster.
Generally a capability model enables an organisation to benchmark itself (where are we now) against the model and then produce a plan to improve its capability (where do we want to be) which is realistic and reflects the real issues it faces now.

C4CM Capability Model

Our model follows the generic capability model and is aligned with the UK Government maturity model for Portfolios, Programmes and Projects (P3M3). Our levels are:

Level 1: essentially the organisation does not know how well it does change and does not realise it could improve — blissful ignorance!
Level 2: some staff are working hard to deliver good change; but against a tide of senior management indifference and organisational stupor — an age of heroes!
Level 3: the whole organisation is now doing change the same way with full senior management support; results are better but still patchy — getting there.
Level 4: the organisation is measuring performance, outcomes and benefits which leads to consistently better change — effective change at last.
Level 5: the organisation is applying its learning culture to improve its change processes into a strategically important capability — a winner.

As well as the levels of capability our model includes some specific aspects of change competence:

Leadership and governance
Processes and roles
Knowledge and skills
Managing change

We also look at the way the organisation uses four key skills in managing change (which are reflected in our training qualifications):

Using a business case and benefits management
Using measurement and data
Using risk management
Stakeholder engagement and communications

Assessment

We have devised a survey questionnaire to assess the level of an organisation. If you would like to use the survey tool on your organisation then please get in touch with us. It requires a number of people within the organisation to take the survey to get a useful picture.
We also have a simpler and quicker self test questionnaire to help you see where you as an individual might fit into the capability model. The model identifies individual behaviours at each level and obviously individuals will vary. Beware, you may find that the behaviours you can exhibit are limited by the capability of the organisation around you. For instance: it will be very difficult to be a level 4 individual in an organisation that does not measure change effects and does not have a performance management culture.

Its the activities that count

Strategic Change

The key to a successful strategic change is to change the things that matter to an organisation’s survival; and leave the things that don’t matter to operations.
In his seminal paper ‘What is strategy?‘ Michael Porter argues that effective operations is necessary for survival, but not sufficient. Strategy is always needed. So I am going to argue that strategic change focusses on delivering the edge that enables a successful strategy to deliver not just survival but longevity. To achieve this a strategy must identify those activities that will make the difference for the organisation. Of all the things an organisation does only a few are critical to its survival and hence its strategy. It is strategic insight that identifies these activities.
Click here to find out how to focus on the key strategic activities

Change saturation – change centres on stakeholders

Its the stakeholders that decide if a change is a success or failure. No matter how hard the change team plan a change, nor how creatively the team designs a change; if the stakeholders don’t buy in the change will not happen. Prosci are collecting data for their next research survey of organisations. To promote the research they have released a few facts from their previous research survey in 2011. The facts can be characterised in two areas:

Dealing with stakeholders
The problems of doing change management

This blog explores the stakeholders and their importance identified by the research.
click here to see the facts and their impact

WRAP up your change

Have you discovered the Heath Brothers? I hadn’t until I read an article in the McKinsey Quarterly Journal for April this year called ‘Making Great Decisions‘. The brothers have written 3 books and their latest is on decision making. This is a particular interest of mine as it relates to inherent team performance. The Heath brothers have a reputation for bringing together the research and best practice on a topic and distilling it into practical advice and tools for real life usage. Their latest book is just out. This blog is applying one of their decision making tools to change.
Click here to find out how

Change Analytics

Businesses are starting to make their use of big data a competitive advantage. A recent report from the MIT SLoan School of Management investigates the use of data in organisations (not just business).
In the Economist recently they reported on the use of data in social science. For instance an analysis of mobile phone records that can predict with not less than 80% accuracy where you are at any time of the day. If you have a web site or use social media as part of your marketing you will be looking at data (analytics) to see where your money is having the most effect.
What role does data and analytics have in managing change?
Click here to find out

C4CM qualifications in context

Our awarded QCF credits (Qualifications Credit Framework) are ideal for toping up on continuing professional development (CPD) and can be used to apply for other post graduate qualifications such as Diplomas and Degree programmes.
The qualifications are offered in modules that are appropriate for both change professionals and strategic managers. They work well to evidence Investors in People and can be used to deliver consistency of approach across the tiers of an organisation.
C4CM™ qualifications in context:

Prosci second free webinar series for 2013

Prosci and the Change Management Learning Center have released the second free webinar series for 2013. This special six-part series includes a selection of webinars that we feel you may find of interest.
The webinars are run from the east coast in the US so they happen from 4pm to 5:30pm here in the UK and provide some real insight from their research.
The special six-part series includes the following topics click to read on

Rate of change increases

If the rate of change on the outside exceeds the rate of change on the inside; the end is in sight.
Jack Welch
In a recent comment column in the Economist, Schumpeter notes that in 1980 (just 30 years ago) a company in the top fifth of its industry had a 10% chance of falling down to a lower tier within 5 years (the rate of change is 10% of companies drop out of the top fifth every five years); in 1998 this had risen to 25%. It is almost certainly higher now.
Of course, some of the change is newer companies succeeding in the competitive battle and moving into the top fifth; some of the change is companies losing the competitive battle and dropping down. I am interested in the implications for a business that has been going for a while. What should it be doing to survive and succeed. Or crudely put: avoid the Kodak, HMV, Blockbuster effect!
Click here to find out how to survive

Strategy and change

I teach a course on strategy in a local management centre so I am keen on the link between strategy, change and operational excellence. I have just read a review in the Economist of a new book on strategy by A. G. Lafley and Roger Martin in which they describe how they turned Proctor & Gamble around and delivered significant shareholder value. In the book they describe six common strategic errors and it occurred to me that these also described six failed approaches to change.
click to read more

Projects versus business change?

What is the difference between a project and business change?

A lot of organisations use projects to deliver business change; whereas the most practiced change management method in the US (prosci) shows how to add business change to projects. So either a project delivers change (as most organisations want it to) or it doesn’t (which is where prosci make their money)? Is there a difference?
click to find out