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Change Management Competency


 

Create competitive advantage

 

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Change Management Competency


 

Create competitive advantage

 

Establish change management as a core competence

When your organisation needs to be more responsive and agile, become inherently change capable.

In a world of continuous and accelerated change, organisations create competitive advantage by being better equipped to manage change themselves.

Issoria works with you to develop internal change management capability, giving you the tools to succeed and embedding change management as a core competence of your organisation.  Our model ensures that you become less reliant on external consultants and retain the ability to deliver the benefits of complex change, on a self-sufficient basis.

Change Management Maturity


Change Management Maturity


Change Management Maturity

A change management maturity model defines the varying levels of change management capability across organisations.  We work with you to evaluate where you are today and establish your maturity level goals.

+ Absent

  • Project teams are not aware of change management as a formal approach to delivering the business benefits of change.
  • No change management practices or plans exist.

+ Isolated

  • Elements of change management exist in isolated parts of the organisation.
  • Change management is viewed as communications & training only.
  • There is a lack of sponsorship for change management as a necessary function.
  • A large variation of change management approaches and practices exist between different projects.
  • Change Management is applied as a reaction to unexpected resistance.

+ Tactical

  • A change management function exists within the business but is not utilised across all projects.
  • Project sponsors are tracking change KPIs.
  • Business units are involved and are able to influence change.
  • Change management tools exist and training in the use of tools is available.
  • Multiple projects are using structured approaches to change management but no organisational standard exists.

+ Portfolio

  • There is a standard change management methodology in place and it is utilised accross all projects.
  • A global change function exists and provides change management training and tools to executives, leaders and managers.
  • External consultants are no longer used for change management assignments.
  • Executives take the role of change sponsors on every new project and are active and visible sponsors of change.
  • Teams use a change management approach from the beginning of their project, with change management included in the planning phase of the project.
  • Change management is included in project and programme management charters.

+ Enterprise

  • An executive Change Office is in place to manage change across the whole organisation and report change impacts and progress into the Board.
  • Change management competency exists at all levels of the organisation and is part of the organisation’s DNA.
  • Effectively managing change is a strategic goal and Board level sponsors have made this a priority.
  • Change management capability has become a leadership dimension. It is seen as a critical success factor and tangible mechanisms exists to track and monitor change management competency and performance.
  • Change management skills are seen as an integral part of management development programmes.
  • The organisation gathers data to enable continuous improvements to the standard change management methodology, tools, and training.
  • Higher business benefit attainment rates, greater return on project investment, lower productivity loss and less employee resistance are evident across the organisation.
  • Business areas are comfortable with an environment of continuous change. All employees have a full understanding of what change management is and how they can influence the success of projects.
  • Change KPI's are supported for 6-12 months after project implementations.

Change Management Approach


Change Management Approach


Developing tactical change management capability can often be the first step

Our Approach

We tailor the design and implementation of change management capability to your targeted outcomes.  

Factors such as organisation size, geographic spread, structure, culture, programme pipeline, current and targeted maturity, are all assessed as part of the contextual design process

Change Competency Case Study


Change Competency Case Study


 

Change Management Capability Case Study

Find out how we helped our client reduce the cost of transformation delivery by £8 million, while improving internal capability, boosting staff motivation, and aligning the change programme with the organisation's core values.