using research to improve the delivery and effectiveness of change programmes & projects (2)
TRANSCRIPT
Using Research to Improve the Delivery and Effectiveness of Change
Programmes & Projects
Part 1: Setting the Scene : Jim Dale
Change
Change
Change
Change
Change
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Pressures and Pace of Change
The pressures for change are unrelenting and all organisations are in at state of flux as they
respond to technological advancements, competitive
pressures, government policy and the economic downturn (CIPD, 2013).
A few words of introduction
Lets ensure we are talking about the same things
Plan Implement Consolidate
What is the failure rate when delivering organisational change?
A 30%
B 40%
C 50 %
D 60% and higher
The answer is D
60 % and higher!Sources:
CIPD, 2013
Beer & Nohria, 2000
Balogun & Hope Hailey, 2004
IoD, 2012
Gaius Petronius Arbiter It appears to have been ever thus….
“We tend to meet any new situation by re-organising. And what a wonderful method it
can be for creating the illusion of progress while producing confusion, inefficiency and
demoralization”
The Satyricon, Ist Century AD
Achieving Change is NOT easy
“It must be remembered that there is nothing more difficult to carry out, more doubtful of success, nor more dangerous to handle, than to initiate a new order of
things”
Niccolo Machiavelli (1469 – 1527)
Extract from ‘The Prince’
“Alarmingly and despite the warnings and lessons learned, up to 80% of all changes fail to deliver the planned
benefits”
Office of Government Commerce (OGC), 2005
Gateway Lessons
Insufficient recognition and attention to
change management issues is a recurring finding from the UK
Government’s Gateway Review Scheme
Another Reason?
“Change is often viewed as something to be overcome, controlled and a disruption to this known world, rather than the new ‘norm’ that needs to be managed.”
My own on-going doctoral research: methodology
Literature
Review
1:1 Semi Structured Interviews / Focus Groups
Survey: Self completed questionnaire Action orientated Research with an on-going Strategic Alliance Programme
A snapshot of comments
• “Success and failure is not absolute”
• “We don’t use the term failure but most change programmes achieve a sub optimal outcome”
• “All our projects are doomed to succeed. We can implement new systems but nothing changes”
• “I am struggling to think of a successful change management programme”
• “Even the successful initiatives contain huge areas for improvement”
• “Given our track record, employees have every right to be sceptical and suspicious”.
Why? 1 of 3
• Poor research. Many change models and frameworks appear flawed or have no evidential base.
• Out dated research: We still use and rely on research undertaken in a different era.
• Knowledge about the discipline of change management matters appears ‘sketchy’ within the PM community.
• There is no common agreement on what works and what does not.
Why? 2 of 3
• Too many senior managers consciously or sub-consciously subscribe to Morgan’s (1997)metaphor of organisations acting as machines.
• Real life pressures often result in good theory and practice being jettisoned (The hypocrisy of change management)
Why? 3 of 3
• Folklore and current thinking needs to be challenged. Is change always resisted and does a desire to create strategies to overcome resistancecreate an appropriate mind-set?
• Managers continually under-estimate the costs, time and challenges involved in delivering effective organisational change.
We need your help…..
Please complete the Major Change Surveyavailable on-line at:
http://goo.gl/zKSGm6
References
• Balogun, J., and Hope Hailey, V. (2004) Exploring Strategic Change. (2nd ed.). London: Prentice Hall.
• Beer, M., and Nohria, N. (2000) Cracking the Code of Change. Harvard Business Review, 78:3, 133-143.
• Chartered Institute of Personnel and Development. (2013) Factsheet: Change Management. London: CIPD.
• Change Management Institute (2012) Organisational Change Management Maturity: 1-20. Available: http://bit.ly/16Xssak
• Institute of Directors (2012) Leadership. London: IoD.
• Morgan, G. (1997) Images of Organization. Thousand Oaks: Sage.
• Office of Government Commerce. (2005) Business Benefits through Programmeand Project Management. Norwich: TSO.
• Office of Government Commerce (2008) The Eleven Gateway Lessons. Norwich: TSO.
Jim DaleContact Details
ProgM (APM) http://bit.ly/progm1
Email [email protected]
Linkedin http://bit.ly/jdale