Atticus - Change Management Services

The Organisational Capability for Change - Full Survey Summary Analysis

The 407 respondents were drawn from a large cross section of organisations in size, location and industry.
All figures are the percentage of respondents who answered the question.

The geographical split of survey respondents' location was:

North America (US/Canada) - 45%, Australia/NZ - 17%, Europe - 19%, Asia - 9%, Others - 10%.

Organisational Profile

To enable us to better understand your responses please complete the following table to indicate the profile of your organisation. For example, if you believe that decision-making is largely empowered then tick towards 'EMPOWERED', if neutral then tick box.

		1	2	3	4	5
Business Environment	Stable	3.71	13.12	17.57	40.35	25.25	Dynamic
Structure	Hierarchical	18.16	29.10	23.38	21.89	7.46	Networked
Decision Making	Rules Based	9.38	29.88	23.21	31.60	5.93	Empowered
Operational Focus	Plans/Budgets	16.34	26.73	20.05	27.48	9.41	Output/Growth
Individual Progress	Career Based	6.95	20.35	25.31	36.72	10.67	Results Based
Leadership	Control	12.13	20.79	24.75	28.47	13.86	Encourage
Success Measures	Financial	18.91	29.10	24.88	21.14	5.97	Strategic Intent
Internal Communication	Guarded	10.17	20.84	23.82	28.04	17.12	Open
Capabilities	Do It Ourselves�	12.94	32.84	26.12	22.89	5.22	Outsource/Partner
Attitude to Change	Threat	6.73	17.71	21.95	35.91	17.71	Opportunity
Problem Solving	Individual Action	8.93	22.33	22.08	31.51	15.14	Team Solution
Team Structures	Function/Department	15.92	21.64	19.40	28.36	14.68	Cross Organisation

Change Scope and Frequency

Definition: 'Change Project' is any planned programme or set of activities designed to alter the way your organisation currently works. For example, organised changes or clear amendments to current business processes, structure, people skills, information systems etc.

1a. How many Change Projects are you aware of in your organisation in the last 12 months? (choose one)

1.73	Nil
39.51	1 - 5
27.16	6 - 10
16.79	11 - 20
14.81	20+

1b. Please tick any percentage increase over the last twelve months (choose one)

23.17	Nil
40.55	20%
26.20	50%
7.30	100%
2.77	More

2. What is the primary scope of the Change Projects? (choose most applicable)

15.42	Business Processes
4.73	Information Systems or Technology
4.48	Customer Service
1.49	Supply Chain
1.49	Employee Attitude & Skills
5.47	Organisational Structure
66.67	Combination of Factors
	Other: (Please state)

Change Project Initiation

3. Initiating a Change Project: Please rate the importance of the following criteria when initiating a change project:

	Always	Often	Sometimes	Never
a. Approved Business Case	23.86	31.98	36.80	7.36
b. Part of Strategic Plan	22.83	45.41	28.54	3.23
c. Senior Executive Sponsorship	41.35	38.60	17.54	2.51
d. New Opportunity Identified	11.72	53.87	32.17	2.24
e. Competitive Threat Identified	5.28	34.42	50.00	10.30
f. Cost Reduction Identified	11.31	46.48	38.19	4.02

4. What are the main reasons or drivers for Change Projects?

	Always	Often	Sometimes	Never
a. Top Down Decisions	16.62	51.15	29.67	2.56
b. Driven by Strategic Plans	14.00	45.25	34.50	6.25
c. Customer Pressures and Demands	10.30	45.73	41.21	2.76
d. Competitive Pressures and Threats	11.14	35.70	44.81	8.35
e. Structural Changes (eg Mergers, Acquisitions)	5.13	21.03	44.87	28.97
f. External Advice or Inputs	1.80	22.94	64.95	10.31

5. Are business benefits identified as the basis for planning Change? (choose one)

32.92	This is mandatory, before commencement
50.74	If Change if vital, benefits are sought but are not the major issue
13.61	Change benefits are assessed and audited after the event
2.72	Change never produces benefits so there is no attempt to quantify them

Change Team Involvement

6. What role do Senior Executives play in Change Projects: (choose most applicable)

7.69	Full Time Commitment
24.57	Lead Major Activities
16.38	Chair Major Meetings
4.47	Brief Staff Regularly
21.09	Keep track of Progress
4.47	None of these
21.34	Combination of some or all of the above.

7. How is IT/IS involved with Business Change? (choose most applicable)

3.50	As a key instigator and manager of Change Projects
14.75	As a fully integrated and ongoing component of every project
18.00	As specialist contributors to every project
29.50	As and when specifically required
8.00	On an ad-hoc basis
13.25	Only when IT/IS system changes are needed
13.00	Combination of some or all of the above.

8. How is HR/Personnel involved with Business Change? (choose most applicable)

2.74	As a key instigator and manager of Change Projects
9.95	As a fully integrated and ongoing component of every project
14.18	As specialist contributors to every project
37.31	As and when specifically required
10.70	On an ad-hoc basis
15.17	Only when people changes are needed
9.95	Combination of some or all of the above.

9. How are the USERS/Affected Groups involved with Business Change? (choose most applicable)

5.47	As a key instigator and manager of Change Projects
29.10	As a fully integrated and ongoing component of every project
14.68	As specialist contributors to every project
21.64	As and when specifically required
8.21	On an ad-hoc basis
7.71	Only when user changes are needed
13.18	Combination of some or all of the above.

10. How is the 'Readiness for Change' assessed? (choose most applicable)

6.78	Using comprehensive and well established in-house techniques
6.53	Using specialist external consultants
5.53	Using staff surveys, questionnaires
32.41	By direct discussion with managers and employees
18.09	By asking managers' views
0.75	Other: (Please state)
29.90	Combination of some or all of the above.

11. How is Change Expertise provided?

	Always	Often	Sometimes	Never
a. From a permanent, in-house, change expertise group	9.84	25.13	26.17	38.86
b. Using specialist external consultants	2.31	26.22	55.27	16.20
c. Seconding key individuals into change teams	8.40	41.57	38.85	11.29
d. Forming ad-hoc teams as changes occur	8.85	51.30	33.85	5.99
e. Allocating tasks on an �as required� basis	10.08	52.45	34.37	3.10

12. Key Roles � Which roles are filled when a Change Project is underway?

	Always	Often	Sometimes	Never
a. Change �Champion�	25.64	27.18	27.44	19.74
b. Executive Sponsor	32.99	32.74	21.74	12.53
c. Change Manager(s)	21.45	37.21	28.42	12.92
d. Members of Review Board	12.57	24.35	35.34	27.75
e. Change �Guru�	5.03	11.64	36.77	46.56
f. User/Affected Group Representatives	28.24	32.64	32.12	6.99

13. User and Employee Communication � How are staff typically kept informed?

	Always	Often	Sometimes	Never
a. Well in advance of events	9.09	29.61	50.65	10.65
b. By regular planned communications	15.10	38.54	37.24	9.11
c. By senior management briefings	11.86	38.92	41.49	7.73
d. By informal networks and conversations	24.30	52.43	20.97	2.30
e. As planned by each change programme	15.30	35.88	37.20	11.61

Change Methods and Measures

14. How would you characterise your organisation's Change Method (choose most applicable)

8.93	Unfreeze-Change-Refreeze
29.03	Continuous Improvement
14.14	Phased Activities and Deliverables
16.13	As part of ongoing operational activities
57.20	Major Business Transformation programs
	Other: (Please state)
24.57	Combination of some or all of the above.

15. How does your organisation measure the success of a Change Project? (choose most applicable)

17.91	Against defined and specific targets and goals
12.19	Against pre-defined business measures/ indicators
6.72	By User acceptance/sign off
5.22	By Phase completion
3.98	By audit of Delivered Benefits
0.00	By consensus agreement
11.19	No visible measures
42.79	Combination of some or all of the above.

16. How do you rate your organisation's ability to succeed with Change?

	Poor	Fair	Average	Good	Excellent
a. Effectiveness and expertise in managing change	13.15	18.86	33.00	29.53	5.46
b. Accuracy in terms of expected Cost	15.00	25.00	35.25	22.25	2.50
c. Accuracy in terms of expected Time	21.64	25.87	30.10	18.91	3.48
d. Success at meeting Change Project goals	10.45	21.14	28.11	33.08	7.21
e. Success at handling People issues	20.90	22.39	24.38	27.36	4.98
f. Success at handling external relations	7.73	16.71	31.42	36.41	7.73
g. Overall quality of achievement	7.56	20.65	30.98	36.78	4.03

Organisational Change Competency

17. Is Change expertise embedded as a 'Functional Capability'? (choose most applicable)

12.78	Yes, in a specialist department
6.52	Yes, as part of central services
27.57	As a cross functional capability
39.60	No, we acquire/allocate these skills as needed
5.76	No, we outsource to external consultants
7.77	Combination

18. What is the role of Learning/Knowledge Transfer in effecting change? (choose most applicable)

22.92	Irrelevant, because we do not repeat our changes
35.26	A useful tool
27.46	A valuable mechanism
7.81	A key mechanism, planned and audited in the project
6.55	Combination

19. How are Change Programmes overseen? (choose most applicable)

7.44	By a central Change Programme office
20.84	By a specialist task force
33.75	Within the function involved
15.14	By a Board level committee
0.25	Other: (Please state)
22.58	Combination

20. Tracking: How are Change Project documents and other materials managed? (choose most applicable)

8.93	According to pre-defined standards
47.89	By each Change Project team as required
11.91	Using standard office software products
1.49	Using specialist software products
7.20	Using an organisational knowledge repository
22.58	Combination of some or all of the above.

21. Change Cycle: Do defined methods and techniques exist to assist Change Project Teams with:

18.24	Defining problems and opportunities that require changes
5.21	Identifying and evaluating different solution options
9.45	Determining the most appropriate solution
5.54	Assessing the impact of the solution on structure, measures and policies
11.73	Cross-functional solution development and implementation
49.84	Combination of some or all of the above.