Accelerating and Improving the
Change Experience
www.njmconsulting.net.au

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I am all for progress, it is change I object to
Mark Twain
It is not necessary to change. Survival is not mandatory.
W. Edwards Demming

Introduction
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NJM Consulting brings you this insights piece to further your understanding of change
and to promote the actions any organisation can take to improve their ability to manage
and embed change.
Organisations are facing an agenda of constant change. Technology, disruption,
competition and internal factors combine to create sets of unique challenges for
organisations.
Organisational mastery of change will be an ongoing source of competitive advantage.
Change leadership and management is therefore a critical 21st century capability.

Six strategic questions relating to change
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How does your
organization react to change?
Are you gathering and utilizing change
intelligence to improve your change
programs?
How effective is your organization
at managing change?
What do you need to get right to be
effective at change?
What factors are going to drive and
shape your change agenda?
Is you organization structured and
resourced effectively to lead and manage
change?
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2
3
4
5
6

Five key insights from this piece of work
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73% of respondents had a level of
dissatisfaction with change
performance
46% saw their culture as being a
barrier to effective change
Visible leadership support is the most
important single factor in enabling
effective change.
Organisations that managed
change effectively place a far
greater emphasis on engagement
and change intelligence.
Those impacted by change are more
willing to change where the
engagement is authentic and they
have a level of self determination.
Change governance,
resourcing and expertise are
critical foundations for
effective change.

What the survey results told us!
128 responses - C Suite to individual contributor.

Responses were varied when it comes to organisations attitude to
change…
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How would you rate your organisations attitude to change?
How adaptive is your
culture to change?
Change
resistant
Change is a
challenge
Ok Responsive Very
responsive
10%
20%
30%
40%

Respondents felt there was a lot of opportunity to improve change
management effectiveness…
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How would you describe your
organisations ability to manage change?
Very poor
Very good
Good
Ok – room for
improvement
Poor
• Does your organization have a common
methodology it applies to change?
• Do you have the structure and expertise to
support change activity?

Organisational performance against change competencies was polarized,
with a lot of opportunity for improvement…
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Understanding the change environment, risks and issues
Establishing and communicating the reasons and benefits of change
Stakeholder and internal alignment
Effective engagement of those impacted by change
Leadership visibility and support for change
Effectively communicating progress, activities and milestones
Creating wins and building momentum
Adapting to feedback and being flexible where needed
Effective planning and transition to BAU ownership
Very good Good Room for
improvement
Poor Very poor
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Leadership visibility, engagement and understanding the change
environment were the standout enablers of change…
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Choose the five elements you think are most important to enable effective change?
Element % who chose this element
Understanding the change environment, risks and issues 68.7%
Establishing the reasons and benefits for change 61.9%
Stakeholder and internal alignment 58.7%
Effective engagement of those directly impacted by change 76.5%
Leadership visibility and support for the change 84.1%
Effectively communicating progress, activities and milestones 42.6%
Creating wins and building momentum 30.7%
Adapting to feedback and being flexible where needed 32.8%
Effective planning and transition to BAU 39.3%

Some interesting differences appear with organisations who are good at
change versus those that are not…
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Choose the five elements you think are most important to enable effective change?
Element
Very good & good Poor & very poor
% Rank % Rank
Understanding the change environment, risks and issues 86.4 2 59.0 5
Establishing the reasons and benefits for change 76.5 3 60.0 4
Stakeholder and internal alignment 64.7 5 72.7 2
Effective engagement of those directly impacted by change 88.2 1 68.7 3
Leadership visibility and support for the change 70.6 4 90.9 1
Effectively communicating progress, activities and milestones 35.3 7 40.9 7
Creating wins and building momentum 37.5 6 27.7 8
Adapting to feedback and being flexible where needed 32.1 8 31.8 9
Effective planning and transition to BAU 11.6 9 50.0 6
Organisations that are
effective at change
place a far greater
emphasis on change
intelligence, planning
and engagement.

Technology and customer driven change were the two standout factors
that will drive the change agenda…
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Very significantly significantly Moderate impact Minimal impact Neutral or not relevant
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Technology & Systems
Changes to roles and ways of working
Leadership and organizational change
Market conditions & economy
Customer driven change
Government and regulatory factors
Innovation and disruption
As you look forward, how will these factors impact change in your organisation?

When asked for comments on how to improve change performance some
clear themes emerged…
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o Utilizing change intelligence and change
expertise will set your change program up for
success.
o Make sure there is a clear alignment between
strategy and change. Help people join the dots!
o Ensure the engagement and involvement of those
impacted by change.
o Leadership support and visibility.
o Culture can be both an enabler and blocker.
o Developing a common language and method
around change is very helpful.
Themes

Some comments worth taking note of
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“Establish the key issues and blockers before you start”
“Understand what you are wanting to change and why”
“use change intelligence and data to personalize the change experience”
“Build change capability into every role”
“Build internal change capability
“Set up your structure to cope with change
“Creating a line of sight: connecting the change to a shared vision and outcome -
overall business plan and strategy”
“Be clear on the role you want your leaders to play and hold them to account”
“Balance communications around positive and negative impacts”
“Consistent change method to be implemented across the business”
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What can you do to improve your
organizations ability to manage change?

Critical questions to ask of your organisation regarding change…
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Change strategy &
intelligence
1. Do you have a strategy or
set of principles guiding
your approach to change?
2. Do you understand how
adaptive your culture is to
change?
3. Do you gather data on
change readiness and
alignment?
Leadership of change
1. Are your leaders driving and
visibly supporting change?
2. Are you communicating the
reasons for change within a
clear context?
3. Are your first line leaders
equipped to support
change?
4. Are you celebrating success
and equally learning from
mistakes
Management of change
1. Have you established
change methodology and
governance?
2. Do you understand and
manage risks associated
with change?
3. Are you effective at project
planning and reporting?
4. Are you deploying a
communication &
engagement plan?
Change capability &
resourcing
1. Is your organization
structured effectively to
manage change and BAU?
2. Do you have internal
change expertise?
3. Do you access external
expertise to augment your
change agenda?

Six things any organisation can do to
improve change performance
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6. Via whatever medium makes sense have
your executive(s) provide an update every
quarter that answers these 4 questions:
1. Gather survey data on alignment to
strategy and change readiness as a
means of informing your change
planning.
2. Review your organizational structure
to ensure you are set up to manage
change and BAU at the same time.
3. Adopt a set of simple principles that
guide your approach to change.
4. Have an in house or external
specialist mentor your leaders
who are driving change initiatives.
5. Ensure all projects address a standard
set of questions relating to change.
1. Performance and results.
2. What do we need to focus on and why?
3. What can you expect and what might change?
4. What we need from you?

Expertise, service and technology that can
help you manage change more effectively!

NJM Consulting can provide dedicated consulting expertise to improve
your change effectiveness, including….
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1. Conducting a review of your strategy and organizational structure as it
relates to change. Ensuring you have the clarity, structure and resources
to deliver change.
2. Help you establish a Program Management Office (PMO) to manage a
collection of change projects.
3. Support you with all of your people and HR requirements relating to
change.
4. Ensure you have a common change methodology and core collateral /
processes to mange change.
5. Develop fit for purpose communication and engagement initiatives.
6. Review and remediate change programs or projects that are not on track.
7. Provide mentorship and support to leaders who are accountable for
change and engagement.

In partnership with Everperform, NJM Consulting can help you
capture and act on change intelligence…
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Change software for
the 21st century
Real time data
and insights
Accelerate and
embed change
 Smarter change programs
based on data.
 Track and drive change
performance.
 Capture value from
change.

NJM Consulting can connect you with specialist providers that will
develop your capability to manage change….
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Change culture
assessment and
insights.
Programs to
develop the
capability of your
executive to lead
change.
Innovative programs
and technologies to
support first line
leader change
capability and
development.
Workshops and
insights to
increase the
change readiness
of your teams.
Business
process
optimization.

Contact us
www.njmconsulting.net.au nmurphy@njmconsulting.net.au (m) + 61 (0)429 045 626