A significant 88% of change management experts believe their organisations are grappling with overwhelming levels of change, according to a recent study conducted by Capability for Change.
The report surveyed over 500 global change specialists from prominent organisations and highlights a concerning trend: teams appear unsupported and ill-equipped to manage transformation effectively.
The study reveals that the landscape of change is increasingly diverse. Two-thirds (65%) of organisations are engaged in digitisation efforts, including AI adoption, while 62% are focused on improving operational efficiencies.
Additionally, 39% report undergoing reorganisation, and 34% are shifting their strategic direction. Despite this variety, a notable 59% of respondents indicated that too much change is occurring simultaneously, complicating management efforts.
Alarming findings also indicate that more than half (53%) of the change experts believe there is insufficient involvement from senior leadership. In fact, only 7% of organisations have a board member specifically responsible for overseeing change management initiatives. This disconnect potentially hinders organisations' ability to adapt successfully to evolving circumstances.
Measuring the impact of change initiatives is another area of concern. While 80% of respondents affirmed that their companies measure staff adoption of new practices and project timelines, three-quarters admitted they do not assess the actual business benefits derived from these changes.
Furthermore, 74% do not evaluate whether the changes have added value, and 38% fail to determine if the company has improved productivity or success as a result.
Commenting on these findings, the CEO of Capability for Change, Melanie Franklin, says: “It’s no surprise that boards are not engaging with change programmes if the teams managing them aren’t measuring these initiatives in terms that resonate with the C-suite.
Melanie Franklin
"Organisations are squandering valuable time and resources by not determining whether they have become more profitable or agile as a result of their changes.” Melanie Franklin
The study also highlights a critical skills gap in change management. Over half (53%) of respondents stated that leaders are not receiving the necessary training to effectively manage change initiatives, with almost a third (29%) believing senior managers assume they can manage change intuitively.
Alarmingly, businesses typically provide only 23% of staff with specialised training during change processes.
“The demand for strong strategic guidance is urgent. Organisations must recognise the significant opportunities presented by external consultants, especially as they navigate these potentially transformative changes.” concluded Franklin.
