Building an enterprise change capability is tricky business. One of the many challenges leaders on this journey face is how to measure progress. Nearly two decades of research on the people side of change provide the foundations for Prosci’s Change Management Maturity Model.
This research-based framework offers a measuring stick for organizational change management progress. This article examines the different aspects of the change management maturity framework and offers insights into how the maturity framework can be used to drive improvement in organizational change capability.
This is not general leadership but the senior leader support of change management capability. This leadership can take many forms, including:
Questions to ask:
If your organization scores low in the Leadership capability area, then this is the first area you should focus on when building an organizational competency.
A mature change management organization will apply change management methodology and tools on projects and initiatives throughout the organization. Examples of this capability area include:
When evaluating what this area looks like in your organization, remember to consider:
Change management is ultimately implemented by employees, supervisors, managers, leaders, project teams and practitioners throughout the organization. The third capability area, Competencies, looks at the training and development of key groups that must apply change management tools and principles.
See if your organization has:
Remember to ask not only who has been trained but if they have since demonstrated a competency in their role in change management.
Standardization looks at the mechanisms and systems that can be used to institutionalize change management. By moving toward common and consistent application of an organizational standard approach to change management, you increase the effectiveness of change management and create a common language around change. Examples of Standardization include:
Standardization is the capability area that enables effective change management to become a fixed component of how the organization introduces change, so think strategically about what will most successfully embed change management into your organization’s processes and structure.
The fifth and final capability area, Socialization, focuses on building commitment and buy-in for change management at every level of the organization. Socialization of change management includes understanding, appreciation and acknowledgement of the necessity of change management on efforts in the organization. An organization with mature levels of Socialization should or may have:
By measuring these five capability areas, you can begin to understand where your organization stands in terms of organizational change management capability. In addition to documenting your current change management maturity, we also recommend establishing a measure for your desired future state. With the current state and desired future state clearly defined, you can then build a roadmap to close the gap.
Ready to see what level of maturity your organization is at today? Access a 14-day free trial of the Prosci Change Management Maturity Audit.
Scott McAllister is a results-oriented leader with a passion for individual and organizational transformation. With experience living on three continents, Scott leads Prosci’s growth efforts by partnering with clients to architect results-driven change management solutions. Scott has spent the last 15 years helping clients initiate transformational change with a combination of strategy, operational excellence and innovation platforms across a broad range of industries, from healthcare and biotech to financial services and telecom.
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