Do you know the capability of your team to deliver change initiatives?
My client wanted to establish whether their organisation was ready, willing and able to make the desired change.
In preparation for change, understanding your current levels of business readiness and change maturity is critical so you know where to invest your resources. Then uplifting capability with existing resources can create capacity to achieve the desired business benefits and strategic objectives.
We were engaged to establish why the organisation wasn’t delivering their portfolio of programs and projects on time and to budget.
The issues? Lack of portfolio management capability to manage the volume of programs and project initiatives alongside business as usual (BAU) activities. This was causing reactive change management - last minute communications and engagement activities, poor training and learning experiences, diffusion of effort with employees doing good work - but work that didn’t align with the strategic direction of the organisation. Lack of visibility of people leaders to plan resourcing around critical implementation dates. Low awareness of the levels of change management capability within the organisation. Limited informal and formal channels to navigate the changes and effectively communicate.
What did we deliver? We recommended and implemented a business readiness network, supported by Change Champions and Super Users. We implemented a Business Readiness Snapshot - listing all the programs, projects and BAU activities - and the readiness of business areas to absorb this change. We conducted digital maturity, change readiness and business readiness assessments. We clearly outlined the roles and responsibilities of Executive Leaders, Program and Project Sponsors, Project Managers, Enterprise Change Leads and Change Managers so each role understood how they would contribute to change success and adoption. We implemented red / amber / green reporting for the Portfolio and ensured this report was shared and discussed at the Executive Leadership table. We shared actions and collaborated with business resources to understand the impact on BAU-Business as Usual. Where customers were impacted - we partnered with the appropriate teams to understand the impacts and communicate these appropriately. We designed learning and training programs to uplift change capability of those involved. We coached C-Suite leaders in navigating and proactively managing change.
