Shift to internal capability
Ashleigh HamblingAccount Executive, SerendataWhen I speak with Transformation and change leaders, it doesn’t matter which industry they’re in, there’s a common complaint ...
“we historically over-relied on consultants to deliver change and now we’re having to put it right”
Consultants bring a wealth of experience, and do great work on programmes, but even when you’re left with beautiful PP decks and lessons learned, your change approach can end up being fragmented. On top of that, audience groups may have had varied experiences, meaning you might have some corrective work to do around how your people feel about change.
There seems to have been a significant shift in the past 12 months, with organisations making the Transformation Office and Change Capability a huge priority. Portfolios are growing and changing quickly. Audience groups are absorbing more change than ever, and so it makes financial and cultural sense to build out the capability internally.
Organisations are taking varied approaches to this capability build, largely dependent on their org structure and nature of their transformation portfolio.
We are seeing organisations hiring for Change Managers. PMs and BAs being quckly upskilled in Change Management, and roles like adoption and engagment lead, becoming more popular.
Increasingly, leadership are seeing what happens when you don’t take people and behaviour seriously, and the impact that has on value creation and benefit realisation.
The organisations who will win, are those who are laying the foundations properly:
Getting organised around change is no longer a luxury, it’s the make or break factor in whether you’re going to achieve the benefits in the business case.