PROJECT ONE
Change Capability Improvement M 1. ore and more of our clients are recognising the need to transform their own change capabilities. What’s driving this? We see three key factors: Business’ transformational agendas are more
Ollie Holden Director of Change Capability Improvement
Often, it’s a mix of all three. In almost all cases, our clients are clear that they want to be more agile in the way they deliver change. Specifically, this means a shorter time to market, increased efficienty, less bureaucracy and smaller, more frequent deliveries with less monolithic programmes. Many companies are undergoing “Digital Transformation” of some form and while these programmes often encompass workplace, talent and marketing/brand, there’s usually a large element required to change the way teams work to deliver change. There are still many companies who are struggling just to get and maintain control of their portfolios of change. Some are trying to create an omni-channel experience for their customers, and need the omni-channel service and change capabilities to support that. Others simply want a better way to track the benefits realised from their project investments.
The theory’s straightforward, but how do you make it work in practice? How do you change processes, skills, release cycles, governance, and ultimately culture, of an entire change function, whilst simultaneously not taking the foot off the gas of running the business? We have provided several companies over the past year with the means to convert that theory into pragmatic practice. The bad news is, there are no short-cuts to an enduring culture shift (and there are plenty of pot holes!). The good news is, you can make the journey significantly easier, and get early value more quickly, through leveraging the experience of experts who have done this many times before. One hot topic for our clients over the past year has been the challenge of implementing Agile and DevOps. Again, the theory is straightforward but applying it to large teams, a legacy system architecture and a diverse set of projects and programmes is a daunting prospect. We have found that in many situations
ambitious than ever, requiring a different way of working to enable delivery within the timescales or investment envelope.
2. 3.
Digitisation of the business which requires
different skills and capabilities to truly exploit the value
A recognition that the legacy of systems, infrastructure, governance and skillsets is really holding the business back
38 PROJECTONE.COM - issue 13
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