CMI White Paper, Change Agility - Feb 2012 - 1 Resultados Change Maturity

Organisational Change
Management Maturity
Change Management Maturity is a key element to true
organisational agility; however maturity is being
developed in an ad-hoc manner, with few companies
reporting consistently high scores across Strategic
Change Leadership, Business Change Readiness, and
Project Change Management.
The Change Management Institute (CMI) is an independent professional

organisation for Change Managers and the promotion of the Change
Management community. This not-for-profit organisation was established in
2005, to promote and develop the practice of change Management
internationally.
The CMI is committed to meeting the professional development needs of
change managers through the provision of networking, education and
accreditation. With change a constant reality for most organisations today, the
demand for change management is increasing. The CMI helps organisations
and individuals respond professionally and effectively to this demand.
As the independent professional body for change management practitioners
we actively support all forms of research into the discipline. It is research like
this that helps us understand more about the value that change management
adds and how we need to develop the profession and our practitioner's
capabilities to continue to meet the needs of business, government and our
community.
CMI welcomes the opportunity to partner with Carbon Group to conduct this
international survey. We hope you are able to use these insights to improve
the change outcomes for your organisation.
Helen Campbell
Vice-President, Change Management Institute
Executive Summary
Todays organisations are dealing with complexity and uncertainty on a scale that has never been
seen before, economic and social upheaval is changing the game faster than we can learn it.
Unfortunately, many companies are designed for business as usual, for a time when there is no
change; when we are running efficiently and at full speed. 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
This new norm means we have to develop agility to be able to constantly adapt and change to meet
economic, compliance and competitive challenges. A truly agile organisation is able to meet these
challenges through projects that are nimble and constantly assessed and adjusted by a
knowledgeable and informed leadership, and in a way that is routine and normal for employees.
The position of the Change Management Institute (CMI) is that organisational change management is
more than just the people side of projects. It should be viewed as the approach the whole
organisation uses to manage change well. The CMI, in partnership with Carbon Group Change
Consultants has researched the capabilities required by organisations to become truly change agile.
This work has enabled us to develop and test a holistic Organisational Change Maturity Model
(OCMM).
A Capability Maturity Model is used to describe the behaviours, practices and processes of an
organisation that enable reliable and sustainable outcomes. The OCMM has 5 levels of maturity
across three key organisational change categories (Strategic Change Leadership, Business Change
Readiness and Project Change Management) and is an ideal tool to assess current capability levels
and develop approaches to develop further maturity.
Our 2011 global survey used this model to allow Change Management Practitioners to assess their
organisations capabilities and maturity, this White Paper details the results.
Key takeouts from the survey are:
Organisations often build different mismatched levels of maturity for each of the organizational
change categories.
No organisation reported an overall maturity level greater than three.
A small number (5%) of respondents reported strong individual capabilities at the top maturity
level (5 Optimised) but surprisingly only 14% of respondents report strong individual capabilities
at the lowest maturity levels.
Smaller organisations rated more highly in overall maturity than larger organisations
Strategic Change Leadership capabilities are generally more mature than the Business and
Project Change categories
Project Change Management capability is the easiest to build & increases in line with the
organisations strength in Project Management
It is clear that there are a many difficulties and obstacles to achieving Change Agility for an
organisation, particularly for larger and more complex companies. However, complimentary data
analyis carried out by Change Track Research is able to show that high performing organisations do
not experience the dips in productivity currently considered normal for change initiatives.
Leaders can develop substantial competitive advantage by building up the resilience of their
organisations to manage constant change.
Copyright 2012 Change Management Institute
Background
The Change Management Institute in partnership with Carbon Group, Change Consultants has been
researching the capabilities required by organisations to become truly change agile. Over the past
two years, this research has enabled us to develop and test a maturity model for holistic
organisational change. A global survey, conducted in late 2011, provided the opportunity to broaden
that testing and the results are the subject of this paper.
The survey was used to assess:
An organisations current capability
The relative importance of the capability for the organisation
The relative difficulty for the organisation to achieve the capability
The survey was advertised via a number of relevant online discussion boards and to the Change
Management Institute community. The survey was open for a period of 6 weeks from 7th November
to 15th December 2011.
259 people responded to the survey; primarily Change Management professionals from America,
Australia and Europe. They had from one to over ten years experience and came from a wide range
of organisations from under 1000 to over 30,000 employees. See Appendix A for details and further
analysis of the respondents.
Introduction
The position of the Change Management Institute is that organisational change management is more
than just the people side of projects. It should be viewed as the approach the whole organisation
uses to manage change well. Dean and Linda Anderson in their book Beyond Change Management
articulate this well, believing that we often manage the transition of projects rather than the evolution
of the organisation.
Organisational Change
Maturity is much broader
than the sum of its project
change parts.
An organisation that is mature in its management of change is

building a clear organisational vision, actively leading and
monitoring change from the top, and designing and managing
smaller, adapting change initiatives based on the feedback
and collaboration of the whole organisation.
In partnership, the Change Management Institute and Carbon Group Change Consultants have
researched the organisational capabilities that create agility and adaptability. This research has
resulted in a maturity model for holistic organisational change, first published in the book, The Agile
Change Methodology.
Organisational Change Maturity Model (OCMM)

This Organisational Change Maturity Model is based on the same five-level,
level, multi-dimensional
multi
approach as that used for project, software and process capability maturity.
Capability Maturity Model

CMM describe the behaviours,
practices and processes of an
organisation that enables them to
reliably and sustainably produce
required outcomes.
1. Initial (chaotic, ad hoc, individual heroics) - the starting

point a new capability
2. Repeatable - the capability
ility has developed such that it is
possible to repeat effectively
3. Defined - the capability is defined to a level that it has
become standard across the business
4. Managed - the capability has matured to a level that it is
quantitatively managed and reported against agreed
metrics.
5. Optimized The capability has been optimized and is
providing competitive advantage to the organisation.
Change Management Categories

Initial
nitial research was carried out with a number of large and small organisations in Australia, to
understand the areas that an organisation needed to focus on to develop Organisational Change
Management maturity.
pproaches they were taking led
Examining the approaches
us to identify three critical categories of a
change agile organisation:
Strategic Change Leadership
(architects and drivers)
Business Change Readiness (receivers
and beneficiaries)
Project Change Management
(developers and implementers)
Together these elements define the areas of
focus required by an organisation to manage
change.
Strategic
Change Leadership
Business Change Readiness
These findings provided some insights into why there

t
is often confusion about what change
management is. Change Management
anagement will look very different depending on which category you are
working with.
Organisational Change Maturity Levels

A second period of research then identified the different levels of maturity within each of the
categories; and the capabilities that would be evident at each of those levels. This led to the
development of the maturity model shown below, and is the basis for the survey and the analysis in
this document.

Strategic change leadership outlines the
capabilities required to lead an
organisation through change. This is
often viewed as the domain of the MBA,
as a side subject, but is vitally important
for all leaders and boards in todays
turbulent world.
McKinsey&Co in their research have
spent a great deal of time explaining
The new normal that companies are
experiencing,
and
a
changing
leadership approach with requires far
greater flexibility and a different way of
working for top teams
Organisational change maturity in this category requires

that all executive leaders support the needs of an agile
organisation; that active sponsorship is in place to
articulate the vision and drive the change; that the culture
supports innovation and it is safe to fail; that accurate
feedback is available to enable them to react and adapt.
Boards must ensure they have a thorough understanding
of how change is managed in the organisation, that they
have the correct measures and information to challenge
and recalibrate strategy implementation with their
executives.
An organisation that has developed to full maturity has full
executive sponsorship of change and is constantly
accessing customer and employee feedback to review
and adjust change portfolios.
Business Change Readiness

Business Change Readiness outlines
the capabilities required to ensure that
the rank and file of the organisation to
deal with constant and complex change
Business readiness and involvement is
vitally important to avoid the risks
associated with unsustainable, badly
designed, transitioned and integrated
change.
Maturity in Business Change Readiness begins with the

recognition that it is not the project that owns the
changes in the business, rather each area has a
responsibility to manage and control the change being
received. Managers need to be clear about the best ways
to manage change, their focus is often on maintaining the
status quo, rather than on how to constantly change or
adjust their areas of responsibility.
A fully mature organisation has spent time and effort
building the capacity and capability of their middle
management and employees to enable them to constantly
shape, adopt and integrate change.

Project Change Management describes
the capability of an organisation to
effectively design and transition project
outcomes into the business. It is the
easiest element to understand and often
the first area in which an organisation
builds Change capability.
Developing capability in Project Change Management

starts with an understanding that the people side of
projects should be addressed with training and
communications. This then develops through to an
optimized situation where project change feedback and
collaboration is leveraged to accurately initiate, inform,
design and direct the approaches taken.
The majority of the 2500 Change

Management
Institute
subscribers
would classify themselves as managing
change within projects.
There are a number of recognized methodologies that

have been developed to help projects manage the people
side of change. However, a change methodology will not
in itself ensure effective change, the change process is
interactive, complex and non linear and requires the
support of experienced change practitioners who are able
to test scenarios and work effectively with key business
stakeholders and leaders to adjust the approach.
The survey structure

The survey questions were structured to reflect the
Organisational Change Maturity Model described
above.
Each of the three categories (Strategic Change
Leadership, Business Change Readiness and
Project Change Management) has a set of
capability statements that would be in place for
each of the maturity levels.
Respondents were asked to score these capability
statements from 1 (low) to 5 (high) depending on
how well their organisation exhibited this capability.
Overall survey results

The survey results have been presented in the following way
Organisational Maturity Results: Where the results have been averaged for each
organisation, to provide a view of the overall and category specific maturity scores.
Capability Maturity Results: Where the results are averaged across the capability, to
provide a view of the most mature capabilities across all organisations.
Note: An individual statement, such as Change Leadership is assessed as a key executive capability
(Maturity level 5) may be rated strongly for the organisation; however many other statements at the lower levels
can be rated weaker, which brings down the overall score for organisational maturity.
Organisational Maturity Results

Level 3 (Defined) was
the highest overall
maturity level achieved
by any of the
organisations
The survey results show that organisations do not develop

maturity at the same level across all the change management
categories. This impacts their overall maturity level.
It is possible that where a capability is missing in one category,
another category may develop increased maturity to fill the gap.
Organisational Maturity Levels

Two organisations achieved a
maturity level of 4 for Strategic
Change Leadership & Business
Change Readiness; however they
reported lower maturity at the
other categories.
60%
50%
40%
Project
30%
Business
20%
leadership
10%
Overall
0%
1
Smaller organisations
generally reported
higher overall maturity
than larger
organisations
It may be more straightforward for a smaller organisation to

develop maturity in their management of change; being easier for
them to put their arms around projects as they relate to the
business, gain honest feedback and look at the change
holistically.
As the organisation becomes larger and more complex, this early
agility seems to be lost, managers and leaders struggle to take
control, and more formal approaches are required.
When examining the average

maturity levels across the 3
change categories none of the
organisations managed to reach
a maturity of 4 or 5.
Organisations that scored highest
in change leadership fell in the
range of 5,000 to 30,000
employees
Impact of Organisational Size on Maturity Levels

40%
30%
20%
15%

in Project Change Management
fell in the range of up to 5,000
employees
0%
However,
even
for
those
organisations that have a strong
Project Management capability,
the
maturity
of
change
management within this group is
still low.
1,000 to
5,000
25%

in Business Change Readiness
fell in the range of 5,000 to
10,000 employees
Project Change
management capability
increases in line with
the organisations
strength in Project
Management
less than
1,000
35%
5,000 to
10,000
10,000 to
30,000
10%
5%
greater
than
30,000
Maturity Level
Impact of Organisational Project Management Capability
120%
100%
80%
Not at all
60%
Ad-hoc
PM
40%
Strong
PM/GOV
20%
0%
Maturity 1 Maturity 2 Maturity 3
Overall
Capability Maturity Results

Only 14% of
respondents report
full capability at
the lowest maturity
levels
Each of the capabilities was rated on how strongly it was being exhibited
(1 to 5). As expected, the
the numbers of respondents reporting strong
capability decreases at the higher maturity levels.
A small number (5%) of respondents
respo
reported a top score of 5 at the
highest level of maturity (Optimised),, but surprisingly only 14% of
respondents report a top score at the lowest maturity levels.
levels
.
Maturity Level 1
59% of respondents have
developed a strong capability
(score of 3 plus)
developed a very strong
capability (score of 4 plus)
22%
0%
19%
20%
24%
40%
21%
60%
14%
80%
100%
120%
Maturity Level 2
(score of 3 plus)
31%
0%
20%
21%
40%
24%
60%
16%
9%
80%
100%
120%
Maturity Level 3
(score of 3 plus)
32%
0%
20%
22%
22%
40%
60%
16%
80%
8%
100%
120%
Maturity Level 4
(score of 3 plus)
10
39%
0%
20%
25%
40%
21%
60%
80%
11% 4%
100%
120%
Maturity Level 5
(score of 3 plus)
48%
0%
20%
40%
23%
17%
60%
80%
8% 5%
100%
120%
Overall Category Results
Project Change
Management
anagement capability
is the easiest to build
for the organisation
Often the first step in the maturity journey is to build up Change

Management within projects, for instance within an IT department
focussing on technology projects.
Issues arise where this is the only area to build capability,
capability as
business readiness and change leadership report low scores,
which could result in sponsors delegating leadership
responsibilities to the projects
Capability decreases as maturity

increases.
This table displays the results of
respondents
espondents that have developed
a strong capability (3 plus score)
at each of the maturity levels.
*minimal questions asked at this
level
Strategic Change
Leadership capabilities
are consistently rated
higher than the
Business and Project
Change categories
11
Many of the Strategic Leadership capabilities are not just Change

related and are therefore well understood throughout the senior
management levels. It is not until level 5 that the maturity scores
drop, due to the changing nature of strategic change leadership
to support true organisational agility.
Business change readiness is rated lower and highlights the
stresses and issues associated with being between leadership
leaders
that are driving and the projects that are implementing the
change. There is opportunity in this category to build capability to
own change.
This table displays the results of

respondents that have developed a
very strong capability (4 plus score)
at each of the maturity levels
*minimal questions were asked at
this level
Strategic Change
Leadership capabilities
are scored very highly
at the level 2 and 3
maturity levels
12
Feedback from the survey indicates this may be related to the

questions asked in this category that more correctly describes a
level of baseline maturity, for example
Change widely viewed as a 'point in time' activity

Some prioritisation of projects, but only when overload
reached
Change reported only as a project deliverable
This will be reviewed for the next version of the Organisational

Change Maturity Model
Overall Organisational Strengths
Statements that display

consistently high scores
provide an insight into
base level
organisational change
management strengths
The following statements highlight the capabilities most often

rated highly by the respondents.
These may indicate the easiest Change Management activities
for an organisation to implement base level maturity for an
organisation.

Maturity Level 2
Change is generally understood, but often viewed with cynicism due to previous
false starts
Maturity Level 3
Change initiatives are directly and easily linked to organisational strategy

Some prioritisation of projects, but only when overload reached
Maturity Level 4
Change Initiatives and progress are frequently communicated at leadership

forums/channels
Business Change readiness

Maturity Level 1
Ad-hoc communication processes built by and to the needs of each project

Business capacity is focussed on BAU and limited to support change effort
Maturity Level 2
Business managers are involved at business case development (impact

assessment)
Maturity Level 3
Yearly 'all of business' climate survey with transparent results

Maturity Level 1
Maturity Level 2
13
Financial KPIs are measured

Change Management methodology is ad-hoc and dependent on resources (often
training and communications)
Change management resourcing is ad-hoc and recruitment is aligned to project
Projects are largely run independently of others (Change activities are not aligned to
other initiatives)
Change Budget is available in project business case, but limited to Training and/or
Communication
Overall Organisational Weaknesses
Consistently low scores

provides an insight into
areas that have low
maturity and need
Development
Across the sample the following questions

consistently low scores by the respondents.
were
given
This correlates with the maturity levels of the model, and

provides the areas whether there is most opportunity to improve
across the board.

Maturity Level 4
Maturity Level 5
Monthly assessment of Change Key Performance Indicators across the

organisation
Clear process for ongoing prioritisation of change impacts across the organisation
Organisational Change Management is a recognised job family (job description,

career progression)
Comprehensive change feedback is available for executive and board - open and
honest (not massaged by middle management)
Change feedback assessed early & often to determine viability & direction
Organisational change Impacts and progress are reported to the Board (quarterly)
An executive level office is in place to manage Change across the organisation.

Maturity Level 2
Business capacity is in place to easily support change effort (overtime, spare

resources, secondment)
Maturity Level 3
Managers understand Change theory and the application within their business
Effective knowledge management processes in place to support changes to

process, procedures and policies
Organisational structure is organic and adept at adjusting to the nature of change
Managers have the skills to lead teams during change (even when personally
impacted)
Managers are able to track impacts to their areas from multiple projects to guide
pace and timing
Monthly 'litmus test' surveys for the business to test change progress across
projects and adjust approach
Maturity Level 4
Maturity Level 5

Maturity Level 3
Project Managers have the skills to integrate OCM deliverables into project plans
Maturity Level 4
Change Budget is audited as adequate to meet KPI's and Impact complexity in

business case
Maturity Level 5
Organisational Change KPIs are measured as part of holistic strategy

Change KPI's are supported 3-12 months after project implementation
14
Appendix A - Survey Demographics

The survey was advertised via seven relevant online discussion boards (via LinkedIn) and to the
th
Change Management Institute community. The survey was open for a period of 6 weeks from 7
th
November to 15 December 2011
250 people responded to the survey. Some did not complete all of the questions, as such we have
used a percentage figure to ensure we can compare effectively.
Location
A large number of countries were
represented
Americas: Brazil, British Virgin Islands,

Islands Canada, Ecuador,
United States America
Europe: Croatia, Norway, Sweden, United
nited Kingdom
Other: India, Israel, United Arab
rab Emirates, Zimbabwe
Australian states: ACT, SA, WA, QLD, VIC, NSW

Although the
he majority of respondents
were from Australia and the United
Kingdom.
7% 15%
Americas
32%
Australia
47%
Europe
Other
Change Role
85% of respondents identified
themselves as Change Management
professionals.
The majority (52%) were consultants
or contractors providing Change
Management Services, with 33%
being internal change managers.
15
7%
1%
0%
7%
52%
33%
Internal Change
Manager/Analyst
Consultant/
Contractor
Manager leading
change
Other role
(e.g. HR, Strategy)
Program/Project
Manager
Academic
4%
Experience
The majority (37%) of respondents
had over 10 years experience in
Change Management
16%
1 to 3 years
37%
21%
3 to 5 years
5 to 10 years
Internal change managers were more

likely (58%) to be less experienced , 15 years
22%
over 10 years
N/A
External Change managers were more

likely (78%) to be more experienced, 5
plus years
Organisation Size
The majority of respondents (29%)
worked for organisations of less than
1,000 employees.
Over half of respondents worked for
organisations
ns of less than 5,000
employees.
Internal Change Managers were more
likely to be employed by Organisations
of 1,000 to 5,000 employees
12%
14%
29%
< 1,000
1,000 to 5,000
19%
26%
5,000 to 10,000
10,000 to 30,000
> 30,000
Larger organisations (5,000 plus) had

a 30/70 split of internal and external
change managers
Note: External Change management consultants, were asked to respond on behalf of an organisation
that they know well
16
2011 Survey Statements

Maturity Level 1
Maturity Level 2
Maturity Level 3
Maturity Level 4
Maturity Level 5
No Questions
Change is generally understood, but often viewed with cynicism due to previous
false starts
Feedback to senior leadership is available but limited to informal networks
Executives are able to monitor Change Initiatives using specific Change KPI's
Change initiatives are directly and easily linked to organisational strategy
Some prioritisation of projects but only when overload reached
Organisational Change Management is formally recognised in the organisational
structure
Executives are effective at actively owning (sponsoring) Change Initiatives
Change Initiatives and progress are frequently communicated at leadership
forums/channels
Change widely recognised as a 'Normal', successful ongoing process
A formal change feedback process in place for Board and Executive
Clear process for ongoing prioritisation of change impacts across the organisation
Monthly assessment of Change Key Performance Indicators across the organisation
Organisational Change Management is a recognised job family (job description,
career progression)
Change Leadership is assessed as a key executive capability
Change Initiatives are made personal ('Walk the talk') by all leadership
Comprehensive change feedback is available for executive and board - open and
honest (not massaged by middle management)
Change feedback assessed early & often to determine viability & direction
Organisational change Impacts and progress are reported to the Board (quarterly)

Maturity Level 1
Maturity Level 2
Maturity Level 3
Maturity Level 4
Maturity Level 5
17
Ad-hoc communication processes built by and to the needs of each project

Ad-hoc and informal feedback available for managers
Managers have ad-hoc learning systems in place often designed for the needs of
projects
Business capacity is focussed on BAU and limited to support change effort
Repeatable and effective communication frameworks are in place, designed for the
needs of the receiving business area
Business managers are involved at business case development (impact
assessment)
Repeatable and effective learning frameworks are designed for the needs of the
receiving business area and used by projects
Business capacity is in place to easily support change effort (overtime, spare
resources, secondment)
Managers understand Change theory and the application within their business
Open, transparent and trusted communication processes are in place for the
business area
Yearly 'all of business' climate survey with transparent results
Managers sign off Impacts and change/implementation strategy at business case
Effective knowledge management processes in place to support changes to process,
procedures and policies
Managers have the skills to lead teams during change (even when personally
impacted)
Managers are able to track impacts to their areas from multiple projects to guide
pace and timing
Organisational structure is organic and adept at adjusting to the nature of change
Managers have coaching support for complex change impacts
Monthly 'litmus test' surveys for the business to test change progress across projects
and adjust approach

Maturity Level 1
Maturity Level 2
Maturity Level 3
Maturity Level 4
Maturity Level 5
18
Financial KPIs are measured

Change Management methodology is ad-hoc and dependent on resources (often
training and communications)
Change management resourcing is ad-hoc and recruitment is aligned to project
Projects are largely run independently of others (Change activities are not aligned to
other initiatives)
Change Managers report to report(s) of Project Manager
Project Managers understand Change Theory and Organisational Change
Management (OCM) methodology
Change Budget is available in project business case, but limited to Training and/or
Communication
Single Change Management methodology in place and used consistently across
projects
Change Management resources are centralised within the organisation (often with
capped numbers)
Change Managers have a single reporting line to the Project Manager
Project Managers have the skills to integrate OCM deliverables into project plans
Change Managers are involved in business case development to analyse
impacts/approach and recommend budget
Non-financial Change KPIs are measured
OCM methodology integrated into Project Management methodology
OCM has a flexible resourcing model (Mix of in-house and contractor) and a
recognised community of practice
Projects are run as one large complex implementation, change impacts are
managed
Change Managers have dual reporting lines to Project Manager & Business leader
Change KPI's are supported (budget available) 3 months after project
implementation
Project Managers have the skills to design & manage project deliverables to reduce
transition impact
Change Budget is audited as adequate to meet KPI's and Impact complexity in
business case
Organisational Change KPIs are measured as part of holistic strategy
Projects are designed into smaller, quicker change driven elements and adjustments
possible
Change KPI's are supported 12 months after project implementation
References
Carbon Group Pty Ltd, www.carbon-group.com
Change Track Research, www.changetracking.com
Dean Anderson & Linda Ackerman Anderson (2010). Beyond Change Management: How to achieve
breakthrough results through conscious change leadership. San Francisco: Pfeiffer.
Anat Hassner Nahmias & Caroline Perkins (2011), The Agile Change Methodology: A researched
organizational change maturity model helping organizations become agile, a proven change
management method, LAP LAMBERT Academic Publishing
McKinsey&Co. (2010 Number 1). McKinsey Quarterly. Strategy and Leadership in turbulent times.
The Author
Caroline Perkins is the managing director of Carbon Group, a specialist change consultancy since 2000. She
has over 20 years experience of successful strategic change, consulting to Australian and international
companies, working with senior levels of organisations to develop and advise on complex change initiatives.
Carolines experience has enabled her to develop a unique working view of organisational change and its
associated levers of culture, structure, process, knowledge management, technology and employee capability,
which was key to the development of the OCCM.
She has an MBA and a Graduate Certificate in Change Management from the Australian Graduate School of
Management and is an Accredited Change Manager.
Caroline is also the founding member, President and Spokesperson of the Change Management Institute.
19
Thank you
CMI and Carbon Group would like to thank everyone who took part in the
survey. Their feedback was that the survey was valuable and helped
them to think about the way change was implemented within their
organisation in a holistic manner. They also reported that the structure
and questions were a little difficult and time consuming to answer; we
shall adjust for later studies.
For further information please contact the Change

Management Institute
[email protected]
20

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Organisational Change

The Change Management Institute (CMI) is an independent professional

Copyright 2012 Change Management Institute

An organisation that is mature in its management of change is

Copyright 2012 Change Management Institute

Organisational Change Maturity Model (OCMM)

Capability Maturity Model

1. Initial (chaotic, ad hoc, individual heroics) - the starting

Change Management Categories

Business Change Readiness

Project Change Management

These findings provided some insights into why there

Copyright 2012 Change Management Institute

Organisational Change Maturity Levels

Strategic Change Leadership

Organisational change maturity in this category requires

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Business Change Readiness

Maturity in Business Change Readiness begins with the

Project Change Management

Developing capability in Project Change Management

The majority of the 2500 Change

There are a number of recognized methodologies that

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The survey structure

Overall survey results

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Organisational Maturity Results

The survey results show that organisations do not develop

Organisational Maturity Levels

It may be more straightforward for a smaller organisation to

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When examining the average

Impact of Organisational Size on Maturity Levels

Organisations that scored highest

Organisations that scored highest

Impact of Organisational Project Management Capability

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Capability Maturity Results

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Overall Category Results

Often the first step in the maturity journey is to build up Change

Capability decreases as maturity

Many of the Strategic Leadership capabilities are not just Change

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This table displays the results of

Feedback from the survey indicates this may be related to the

Change widely viewed as a 'point in time' activity

This will be reviewed for the next version of the Organisational

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Overall Organisational Strengths

Statements that display

The following statements highlight the capabilities most often

Strategic Change Leadership

Change initiatives are directly and easily linked to organisational strategy

Change Initiatives and progress are frequently communicated at leadership

Business Change readiness

Ad-hoc communication processes built by and to the needs of each project

Business managers are involved at business case development (impact