Improving the odds in delivering successful change programmes

Businessman door choice concept as a person deciding to choose the right doorway with a cast shadow of multiple people from a group of entrance possibilities as a metaphore for increasing the odds of career success.

Can organisations improve the odds, of delivering successful change programme outcomes?

The answer is obviously ‘yes’!

Most organisations embark on big transformation and change programmes, with a business case. This will include defined benefits and a return on investment. But how many organisations actually achieve the stated benefits and ROI?

Many consultants and finance directors reading this, will know this still remains a frustrating but true reflection on reviewing the success of their companies’ investment in transformation programmes e.g. a major upgrade to computer systems.

Your reaction to the above two paragraphs might be ‘probably – but tell me something I don’t already know’, if that is the case, then why are we still seeing such high rates of under delivery across all sectors?

Can businesses change the odds and create a culture for success in their organisation. Most organisations now believe that early engagement of their managers and employees in change programmes is critical and many organisations take the next step of giving accountability and responsibility for delivery to their own people. ‘Right approach’, I hear most of you say, however, our experience shows that there is a fundamental flaw in this approach – most employees have no experience of projects or the impact of change, it is not part of their day job. In many cases organisations are unintentionally setting their people up for failure.

By investing upfront in a basic understanding of project management and the impact of change, for employees involved in projects and programmes, we believe businesses increase their chances of success. The likelihood of achieving stated benefits and the projected ROI increases exponentially. This approach will also fundamentally change the role of consultants supporting change programmes, from delivering on behalf of their clients, to a role of mentor and coach, supporting the development of skills and capabilities in-house for future change programmes.