The Organisational Capability for Change - Full Survey Summary Analysis
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.
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1 |
2 |
3 |
4 |
5 |
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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)
|
1b. Please tick
any percentage increase over the last twelve months (choose one)
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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 |
|
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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 |
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a. Well in advance of events |
9.09 |
29.61 |
50.65 |
10.65 |
|
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b. By regular planned communications |
15.10 |
38.54 |
37.24 |
9.11 |
|
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c. By senior management briefings |
11.86 |
38.92 |
41.49 |
7.73 |
|
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d. By informal networks and conversations |
24.30 |
52.43 |
20.97 |
2.30 |
|
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e. As planned by each change programme |
15.30 |
35.88 |
37.20 |
11.61 |
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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 |
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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. |
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