Summary Capability for Change Survey Results 2022

Change management as a service to the business is still in its infancy, as indicated by the low scores across all the assertions. As a community of senior leaders and change professionals, no assertion scored higher than 80%, either how we felt or what we thought.

From the 28 elements that we assessed; the highest score was 71% for how we think we are doing: aligning change to strategy; talking openly about the pressures of change. The scores for how we feel we are doing were even lower on average, with only one high score of 73% for leader’s role modelling the changes.

We have identified two themes for improvement:

1. Our selection of changes
2. Our support for staff

The data provides evidences that whilst we are making changes are aligned to our strategic objectives, we are not optimising our portfolios and we don’t believe that we are prioritising our changes. We do not believe that the volume of change we are undertaking is manageable, so we need to address what we select and how much we select to change.

We don’t believe that those impacted by change always know that change is coming, and we are not supporting staff who are struggling to cope. We haven’t universally adopted best practice approaches for change and we people do not understand or value what change management skills are.