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The very first reason why we need to grow maturity is that the organization’s, the portfolio success rate goes up when we get more mature in change management. And we’re not talking about project-by-project here, we’re not talking about the success rate of the portfolio of change happening across the organization. And as the organization gets more mature, the portfolio success rate starts to go up from 39%. That means our Level 1 organizations, the average successful projects, 39% of the projects they’re implementing across the portfolio meet or exceed objectives. For Level 2, that number jumps up to 47%. It jumps up to 56% when we get to Level 3, and continues to go up as we escalate our organizational maturity. This is the first and last slide I use with senior leaders when I’m trying to have that more strategic conversation about growing enterprise capability, that organizational portfolio level success rates go up as we increase organizational maturity and change management. And your senior leaders are launching tens, if not hundreds, if not maybe thousands of initiatives each year. The whole portfolio success rate goes up when we grow organizational change management maturity.
The second reason why we want to build maturity is that the velocity of change is like nothing we’ve ever experienced. Bigger change, faster change, more complex change, more cross-functional change, more multidisciplinary change, more interconnected change. The change landscape demands that we grow our change management muscle, that we embed and internalize a competency in change so that we can be prepared for the, again, the velocity of change that we see on the landscape. If that’s the reality in your organization, it the becomes part of our compelling case for growing change management capability and investing in increasing maturity.
Saturation is another one of our key sources or reasons to grow internal change management capability. The data tells us and we find from the research that saturation is on the rise, fatigue is becoming a common and a normal state for most organizations, and it has consequences. When we put more change into the system than it can handle, we see individuals suffering, projects suffering, and organizations suffering on a whole, and that has real bottom line impact. Increasing change management maturity enables us to handle more change and to reduce the disruption of each change, both of which help us address the saturation that many or most of our organizations are feeling today. So we need to grow change management maturity to mitigate the consequences of saturation.
We also know and we saw this two weeks ago that change management capability is one of the crucial enablers of organizational agility. It runs alongside many of the other attributes of the agile organization, but across the board, a change management capability is a pivotal and crucial enabler or ingredient of the agile organization. And as senior leaders are acknowledging that agility is going to be the source of competitive advantage going forward, that our ability to out change the competition, out change market shifts, out change customer demands is the most important thing for us to grow. A change management capability will be critical.
And as we start to really embed and institutionalize change management, as we move into organizational standards, as we have common language, as we have grown the curriculum across the enterprise, as we have increased application on multiple, multiple initiatives, we start to get this internal capability to deliver on our strategic imperatives, to differentiate ourselves from those around us, to capitalize on the additive and cumulative nature of the benefits of great change, and to really gain the efficiencies and effectiveness of that internalized, that standardize, that common approach, and common language. Increasing change management maturity helps us become the organization that we set out to become as we try to change how we do work within the walls of our organization.
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