Moorhouse Barometer on change 2012

1

Barometer on

The 2012 r

Do directors believe change is being implementedwell in their organisations?

Is investment in change proving worthwhile?

How do people implementing change feel they areperforming?

Barometer on Change

The 2012 results

Sometimes,conventional

wisdom isconventional

o directors believe change is being implemented

t in change proving worthwhile?

do people implementing change feel they are

hange

Sometimes,conventional

is just tooconventional.

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3

Imagine you are investing £3.4bn, half of it inbusiness critical change projects, and:

you don't engage critical stakeholders very well nor put the right resources on to the job

you don't measure whether you are getting anything for your money

you expect things to change, but you don’t expect to cope very well with the changes

you are resigned to the fact that you are unlikely to have the capability to deliver the change

to top it all, the Board and delivery teams have different views on how things are going and the likelihood ofsuccess.

The Barometer on Change shows some stormyweather brewing for those organisations who arenot:

setting their programmes off on the right footing

measuring the benefits of what they are doing

being proactively agile throughout the delivery of the programme

fostering the capability to deliver continuous change, and

understanding that there is a gap between how the Board and delivery teams perceive project status.

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Context

Moorhouse helps organisations design and deliversuccessful transformations. Recently, we havewitnessed a rapid increase in both the number andcomplexity of change programmes beingundertaken. So we decided to ask how effectivelythose programmes are being delivered.

The ability to deliver change effectively has never been more important than in the current economic climate wheninvestment is limited and market performance is critical.

Moorhouse decided to explore how well change is being implemented across businesses in the UK, and undertook thisresearch to better understand the challenges being faced by organisations when conducting enterprise-wide change andthe reasons for undertaking it.

The first ever UK Barometer on Change provided a revealing insight into the change environment and how major UKorganisations believe they are implementing change.

Five themes emerge from the survey:

Theme 1: Set your programmes off on the right footing

Theme 2: Measure benefits effectively

Theme 3: Be proactive and agile

Theme 4: Foster the capability to deliver change

Theme 5: Understand the gap between Board and delivery

team perspectives

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Contents

6 Introduction

8 The drivers of change

10 Success: Hard to come by

11 Theme 1: Set your programmes off on the right footing

15 Theme 2: Measure benefits effectively

16 Theme 3: Be proactive and agile

19 Theme 4: Foster the capability to deliver change

23 Theme 5: Understand the gap between Board and deliveryteam perspectives

26 Conclusion

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Introduction

The Barometer on Changeundertaken this surveyan industry tool for measuringeffective it is.

Around 200 UK Board members and those who directly report into the Boardtransformation programmes*.

Those surveyed were responsible for a spend of more than £3.4bn oninvestment in each, 50% of which are considered business critical.

Barometer sample

* Structured telephone interviews were carried out by Illuma Research amongst 198 senior managers and directors in the top UK porganisations during February & March 2012.

Level within organisation

Project stage

Industry type

Introduction

Change: this is the first year that Moorhousesurvey. We intend that the Barometer will become

an industry tool for measuring what is driving change and how

and those who directly report into the Board provided their views on

a spend of more than £3.4bn on change programmes, with50% of which are considered business critical.

Barometer sample

Structured telephone interviews were carried out by Illuma Research amongst 198 senior managers and directors in the top UK p

Business type

Cost of project

Project duration

Moorhouse hasthat the Barometer will become

what is driving change and how

provided their views on working on

with an average of £17m

Structured telephone interviews were carried out by Illuma Research amongst 198 senior managers and directors in the top UK public & private sector

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Working together to reach a safe harbour

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The drivers of c

Delivering change effectively, with lessbecoming more important than ever because of the increasingpressure to perform in the market.in industries and in organisatlooks set to continue. Change programmes are no longersomething that organisations can treat as oneable to deliver change as a core capability is becoming increasinglycritical to the success of

Unsurprisingly, in the current economic climate,enhancement is still a goal for many.

Almost three-quarters (72%) of respondents feel thatthe pressure for change has increased over the pasttwo to three years and over two-thirds (67%) feel itwill continue to increase over the next year or soClearly, the challenges of transformation are here tostay.

Type of change the project addresses

The drivers of change

Delivering change effectively, with less financial investmentbecoming more important than ever because of the increasingpressure to perform in the market. The volume and pace

organisations has increased dramaticallyChange programmes are no longer

something that organisations can treat as one-off activitiesable to deliver change as a core capability is becoming increasingly

to the success of a business.

climate, cost reduction appears to be the key driver for change

respondents feel thatthe pressure for change has increased over the past

thirds (67%) feel itwill continue to increase over the next year or so.

ransformation are here to

Direct cost reduction is the main driver of change,while ICT consolidation and organisationalstructure redesign – usually aimed at removingcost from the businessprominently. However, after these, launch oproducts and services iclosely followed by regulatory change

How much has the pressure forchange increased?

hange

investment, isbecoming more important than ever because of the increasing

and pace of changehas increased dramatically and

Change programmes are no longeroff activities – being

able to deliver change as a core capability is becoming increasingly

ost reduction appears to be the key driver for change, but revenue

Direct cost reduction is the main driver of change,while ICT consolidation and organisational

usually aimed at removingcost from the business – also featureprominently. However, after these, launch of newproducts and services is the next driver. This isclosely followed by regulatory change.

How much has the pressure forchange increased?

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CommentaryClearly, leaders in organisations feel themantra has been that ‘change is the new norm’their ability to manage continuous changchanges in their corporate and competitive environment.

It is also clear that cost reduction will remainthe associated re-design of organisational structures and ICT consolidation.in the form of new product and servicesimpact on morale, disrupt business day-sales and service. Finding ways to cut costs and deliver innovative revenue enhancementsbalance of the portfolio of change and the placing of ‘

So leaders of change feel they are facingThe winners will be those who can deliver their cost reductions quickly and effectively, setting aside enough preciousinvestment and capability to generate those revenue enhancing changes that will take them ahead of the competition.

What would the impact of the project’sfailure be on business? Half the respondents stated that the programme

they are working on is business critical andfail!”. Over two-thirds of organisations do notseem to regard failure as an option and arecommitted to project success. However, as laterdata shows, respondents also report projects arelikely to run over the time and budget allocated.

, leaders in organisations feel the pressure to change and that this pressure is only increasing‘change is the new norm’. Now it is reality. High performing organisations

change. This includes their ability to adapt their change programmes proactively tochanges in their corporate and competitive environment.

will remain the driving force behind change programmes for some yearsdesign of organisational structures and ICT consolidation. However, revenue enhancement initiatives

of new product and services – are being launched in parallel. Swingeing cost cuts often have-to-day operations and, unless well targeted, often affectcosts and deliver innovative revenue enhancements initiatives requires a careful

o of change and the placing of ‘investment bets’.

leaders of change feel they are facing increasing pressure for change in a highly competitive, low growth economy,deliver their cost reductions quickly and effectively, setting aside enough precious

investment and capability to generate those revenue enhancing changes that will take them ahead of the competition.

What would the impact of the project’s

Half the respondents stated that the programmethey are working on is business critical and “won’t

thirds of organisations do notseem to regard failure as an option and arecommitted to project success. However, as laterdata shows, respondents also report projects arelikely to run over the time and budget allocated.

pressure is only increasing. For a long time aigh performing organisations are characterised by

. This includes their ability to adapt their change programmes proactively to

for some years, supported byHowever, revenue enhancement initiatives –

ing cost cuts often have a detrimentalaffect the ability to enhance

initiatives requires a careful

increasing pressure for change in a highly competitive, low growth economy,deliver their cost reductions quickly and effectively, setting aside enough precious

investment and capability to generate those revenue enhancing changes that will take them ahead of the competition.

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Success:

Hard to come by

Our survey identified a wide variance inOnly half of respondents claimed a better than 70% success ratewith their programmes, a mere 7% judged they were fullysuccessful – yet thesesuccess of the business

Perhaps more worryingly, only a third said that 70% or more of their programme objectives were achieved. Clearly forsome, success does not mean achieving objectives!

With many finding it hard to successfully achieve objectives whatyou focus on delivering change more effectively?

CommentaryThere are clearly some organisations who are coping far betternumber of organisations who say they are excellingcurrent economic environment – particularly as a large number of their peers are struggling.

For others however, with such significant investmentstake, it is surely concerning that they reportappear to represent an unacceptable return on investment.

From the survey results, we have identified five themes thatorganisations should focus on to deliver change moreeffectively.

What % of transformation programmes within your organisation are successful?What % actually achieved the stated objectives of the project?

Success:

ard to come by

Our survey identified a wide variance in perceived performanceof respondents claimed a better than 70% success rate

with their programmes, a mere 7% judged they were fullyet these projects are identified as critical

s of the business.

Perhaps more worryingly, only a third said that 70% or more of their programme objectives were achieved. Clearly forsome, success does not mean achieving objectives!

With many finding it hard to successfully achieve objectives what can you do? Should you invest elsewhere, or shouldyou focus on delivering change more effectively?

There are clearly some organisations who are coping far better than others with the challengesare excelling in this regard can be confident about their ability to emerge from the

particularly as a large number of their peers are struggling.

For others however, with such significant investment, and in many cases with the strategic future of the organisation atthat they report such a relatively low level of success. In general, the success rates reported

appear to represent an unacceptable return on investment.

From the survey results, we have identified five themes thatorganisations should focus on to deliver change more

What % of transformation programmes within your organisation are successful?What % actually achieved the stated objectives of the project?

performance.of respondents claimed a better than 70% success rate

with their programmes, a mere 7% judged they were fullycritical to the

Perhaps more worryingly, only a third said that 70% or more of their programme objectives were achieved. Clearly for

Should you invest elsewhere, or should

with the challenges of change. The smallin this regard can be confident about their ability to emerge from the

, and in many cases with the strategic future of the organisation atIn general, the success rates reported

From the survey results, we have identified five themes thatorganisations should focus on to deliver change more

What % of transformation programmes within your organisation are successful?

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Theme 1:programmesright foot

The signs from the survey are that many business critical changeprogrammes are failing to set themselves up for successstart, losing ground they clearly findtask far harder. Starting well underpins the ability to deliver complexand challenging change

Stakeholder engagementHalf (50%) of respondents are leading business critical projects and yet only a third (36%) feel thatstakeholders and key staff ‘bought in’ very wellthat “lack of ownership” from stakeholdersthose respondents whose stakeholders have bought in to the aims of the programme are better at achieving statedobjectives.

How well stakeholders and key staff have boughtin to the project’s aims and benefits

Theme 1: Set yourprogrammes off on theright footing

survey are that many business critical changeprogrammes are failing to set themselves up for success

ey clearly find hard to recover and making theStarting well underpins the ability to deliver complex

and challenging change.

Stakeholder engagementHalf (50%) of respondents are leading business critical projects and yet only a third (36%) feel that

‘bought in’ very well to the project’s aims and benefits of the changefrom stakeholders is seen as the most important threat to a successful

those respondents whose stakeholders have bought in to the aims of the programme are better at achieving stated

How well stakeholders and key staff have bought Important threats to successful

off on the

survey are that many business critical changeprogrammes are failing to set themselves up for success at the

hard to recover and making theStarting well underpins the ability to deliver complex

Half (50%) of respondents are leading business critical projects and yet only a third (36%) feel that they have gotof the change. This is despite the facta successful outcome. Additionally,

those respondents whose stakeholders have bought in to the aims of the programme are better at achieving stated

mportant threats to successful project outcome

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Top tip

Make sure yourand stakeholders go withyou on the change journey

CommentaryThe challenging economic environment and urgency behind changeapproach. While it is important to identify ways to establish early momentum to build credibilitysoon as possible, it is also important to build theinitiative for its duration, so it can overcomethe change includes difficult cost reduction decisions

Many studies (for example the NAO/OGCengagement with stakeholders is a principalacknowledge. However, although this message has hit homeefforts without this all-important part of the jigsaw in place. As is a common theme of the survey,putting critical strategic objectives and a large amount of money

Taking key staff and stakeholders with them on the change journey is imperatStakeholders need to be brought in from the start of the project,

Effective stakeholder management is a sophisticated arta strategic level, we recommend some key

Understand the case for change. This requires

Acknowledge the primacy of the political dimension in driving major change. Analyse the whole political picture.

Understand your different stakeholder groups, their drivers and the inter

formers – who may not be just those in formal positions of power.

Have a clear plan to build the necessary engagement

Make extra efforts to invest time in building importan

Drive idea propagation by developing ‘sticky’

This needs proactive leadership interventionsterm ‘sponsor’, so common in project management, is not always helpful as it does not imply theneeded to deliver success.

It is very difficult to get people to buyinto aims and benefits which haven'tbeen defined accurately in the firstplace.

Senior

* For a deeper insight into stakeholder managementprogrammes’ by Moorhouse. Request a copy at http://www.moorhouseconsulting.com/news

Make sure your key staffand stakeholders go withyou on the change journey.

The challenging economic environment and urgency behind change can lead to a strong temptation to adopt aidentify ways to establish early momentum to build credibility

, it is also important to build the strong foundations required to sustain a transformational changeso it can overcome all the challenges it will inevitably encounter. This is especially

the change includes difficult cost reduction decisions and the inevitable fallout.

NAO/OGC common causes of programme failure report) state thatprincipal cause of project failure – something that many respondents appear to

this message has hit home, many organisations are still embarking on major changeimportant part of the jigsaw in place. As is a common theme of the survey,

and a large amount of money at risk.

Taking key staff and stakeholders with them on the change journey is imperative for organisations to succeedStakeholders need to be brought in from the start of the project, to maximise the chances of change sticking

management is a sophisticated art and much has been written in the way of guidance material.we recommend some key steps*.

the case for change. This requires clarity of intent and the associated benefits.


Understand your different stakeholder groups, their drivers and the inter-relationships, and kno

who may not be just those in formal positions of power.

Have a clear plan to build the necessary engagement.

Make extra efforts to invest time in building important relationships.

Drive idea propagation by developing ‘sticky’ messages, targeted in the right places.

This needs proactive leadership interventions – requiring the Board and programme leaders to understand their role. Theterm ‘sponsor’, so common in project management, is not always helpful as it does not imply the

It is very difficult to get people to buyinto aims and benefits which haven'tbeen defined accurately in the first

Senior Manager, Public Sector

* For a deeper insight into stakeholder management read ‘Beyond Conventional Stakeholder Management – Developing PRIME Intelligence© on complexhttp://www.moorhouseconsulting.com/news-and-views/publications-and-articles

can lead to a strong temptation to adopt a ‘just do it’identify ways to establish early momentum to build credibility and deliver results as

required to sustain a transformational change. This is especially important if

that a lack of effectivesomething that many respondents appear to

are still embarking on major changeimportant part of the jigsaw in place. As is a common theme of the survey, they appear to be

ive for organisations to succeed.change sticking.

and much has been written in the way of guidance material. At

clarity of intent and the associated benefits.


relationships, and know key opinion

requiring the Board and programme leaders to understand their role. Theterm ‘sponsor’, so common in project management, is not always helpful as it does not imply the accountability and effort

It is very difficult to get people to buyinto aims and benefits which haven't

loping PRIME Intelligence© on complexarticles

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Put the necessary resources in from day oneWhile a majority of organisations believe they manage initial resourcing very well or better, athat their programmes are not adequately resourced at the start of the project. This is unlikely to improve as a projectprogresses, and undermines its objectives.middle or end of a programme becomes anbuild success. Unsurprisingly, those respondentsachieving their objectives.

CommentaryThe early phases of a change programme are critical for buildingindicate that a significant minority of organisations may not be fully thinking matters out at the start of their changeprogrammes. Are unreasonable demands being made of thethe resources to do the job?

Given the sums of capital involved in these projects, there is little point in starting such large scale change programmes ifthey are not properly resourced as they riskdelays projects and actually adds to their costs as issues spiral out of con

Getting the right resources is not straightforward though, becausechange experience, are often in very short supply.

Resourcing correctly needs discipline. You need a set ofproject should be commissioned. A key guiding principle must be its alignment to strategy.resource your programme appropriately and clearly underline the financial and operational consequences of not doingso.

Having confirmed the commitment to work, you must then ebeginning. This ensures that informed decisions are made, daypeople are able to commit the time required to the project.

Having a central line of sight on all strategic projects and programmes will also ensure that resources can be balancedavoiding too much change competing for too few resourcesoperations.

How well resourced is the project in terms of experience and skills atthe start of the change programme?

Top tip

Ensure projects are alignedto strategy.

necessary resources in from day oneWhile a majority of organisations believe they manage initial resourcing very well or better, a third of respondents feel

grammes are not adequately resourced at the start of the project. This is unlikely to improve as a projectprogresses, and undermines its objectives. On the back foot from the start, making up the resourcing

ecomes an extremely expensive, often impossible task. Solid foundations are required toUnsurprisingly, those respondents with programmes which are better resourced at the start are better at

The early phases of a change programme are critical for building credibility and momentum. However, torganisations may not be fully thinking matters out at the start of their change

unreasonable demands being made of the change leaders? Are they expected to succeed but without

Given the sums of capital involved in these projects, there is little point in starting such large scale change programmes ifroperly resourced as they risk throwing money down the drain. We often find that inadequate resourcing

delays projects and actually adds to their costs as issues spiral out of control.

traightforward though, because the right people, especially the ones with crucialare often in very short supply.

Resourcing correctly needs discipline. You need a set of guiding principles in place that determine whether or not a newkey guiding principle must be its alignment to strategy. This will help drive the case to

resource your programme appropriately and clearly underline the financial and operational consequences of not doing

Having confirmed the commitment to work, you must then ensure that there is clarity in resource requirements. This ensures that informed decisions are made, day-to-day priorities are not compromised and the right

people are able to commit the time required to the project.

of sight on all strategic projects and programmes will also ensure that resources can be balancedavoiding too much change competing for too few resources, and preventing unacceptable compromises to day

How well resourced is the project in terms of experience and skills atthe start of the change programme?

Ensure projects are alignedto strategy.

necessary resources in from day onethird of respondents feel

grammes are not adequately resourced at the start of the project. This is unlikely to improve as a projectresourcing difference at the

impossible task. Solid foundations are required towith programmes which are better resourced at the start are better at

credibility and momentum. However, these resultsorganisations may not be fully thinking matters out at the start of their change

expected to succeed but without

Given the sums of capital involved in these projects, there is little point in starting such large scale change programmes ifdrain. We often find that inadequate resourcing

, especially the ones with crucial

guiding principles in place that determine whether or not a newThis will help drive the case to

resource your programme appropriately and clearly underline the financial and operational consequences of not doing

that there is clarity in resource requirements, from theday priorities are not compromised and the right

of sight on all strategic projects and programmes will also ensure that resources can be balanced,and preventing unacceptable compromises to day-to-day

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Understanding leadership rolesWhile 80% of people reporting directly into the Board feel that their career is tied up in the success or failure of a projeconly 43% of Board level respondents felt that their career would be affected by the failure of a project.

CommentarySuccessful change, particularly that which requires hard decisionleadership from the very top. This is most important at thestakeholder buy-in and securing the resources required to do the job

We have seen that the change programmes in the scope of this survey have an average cost of £17m each and for twothirds failure is not an option. If the strategic future of the organisation is at stake, and the importance of committedleadership, there is a case to be made for greater Board accountability. We sometimes find that Board membershaving built a career in line management rather than change roleschange leaders.

As we will see later, this survey also highlights a potential lack of Board understanding of the true status of their changeprogrammes. We suspect greater Board accountability would also reduce this divergence.

To what extent is your career tiedinto the success of this project?

Understanding leadership rolesWhile 80% of people reporting directly into the Board feel that their career is tied up in the success or failure of a projeconly 43% of Board level respondents felt that their career would be affected by the failure of a project.

which requires hard decisions and associated stakeholder fallout, requiresleadership from the very top. This is most important at the start, and has very significant impacts

in and securing the resources required to do the job.

We have seen that the change programmes in the scope of this survey have an average cost of £17m each and for twoure is not an option. If the strategic future of the organisation is at stake, and the importance of committed

leadership, there is a case to be made for greater Board accountability. We sometimes find that Board membersagement rather than change roles – often appreciate guidance as to what is required of

As we will see later, this survey also highlights a potential lack of Board understanding of the true status of their changeer Board accountability would also reduce this divergence.

To what extent is your career tiedinto the success of this project?

Moorhouse colleagues planning their approach

While 80% of people reporting directly into the Board feel that their career is tied up in the success or failure of a project,only 43% of Board level respondents felt that their career would be affected by the failure of a project.

s and associated stakeholder fallout, requiresstart, and has very significant impacts – including on wider

We have seen that the change programmes in the scope of this survey have an average cost of £17m each and for two-ure is not an option. If the strategic future of the organisation is at stake, and the importance of committed

leadership, there is a case to be made for greater Board accountability. We sometimes find that Board members –often appreciate guidance as to what is required of

As we will see later, this survey also highlights a potential lack of Board understanding of the true status of their change

colleagues planning their approach

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Theme 2:benefits

You only commit money, resources and time into a changeprogramme to deliver changeachievement of that change, or even monitoroutcomes at all. You would not place a bet and ignore the resultwhy would you do the same with your change programmes?

Commentary

Our survey covered £3.4bn worth of investment being made by UK organisations on major change, and yet onlyquarter of these are being properly measured. This is the equivalent of £2.5bn being invested withoutof the investment’s success.

As noted by the several authorities (including theorganisation’s key strategic priorities, including agreed measures of success, are a common cause of project failure.The problem is often one of time; change programmes of this size rarely reap all theirproject itself, often taking months or even years to deliver all their objectives. But ROI cannot be measured withoutmeasuring the benefits. The other challenge is one of who has responsibility for this. Once the course orun, its key people are likely to move on to other challenges. Who is left to measure whether it delivered againstexpectations, and gather lessons for future projects? The most significant long term benefits are usually realisedprogramme has finished, often requiring significant shifts in behaviour or ongoing cost efficiencies after the programmeteam has disbanded. Organisations need to proactively manage benefitsuccessful change will simply not happen.

To track and measure benefits, establishthe realisation of benefits is vital and something that senior stakeholders need to feel they have responsibilivisibility of throughout the course of the project.mechanisms in place to ensure their measure

* For a deeper insight into benefits realisation, read ‘The Benefits of Organisational Change’ by Moorhouse.http://www.moorhouseconsulting.com/news-and-views/publications

Extent to which project benefits aremeasured/tracked

Theme 2: Measurebenefits effectively

You only commit money, resources and time into a changeto deliver change – yet many do not track

achievement of that change, or even monitor and manageoutcomes at all. You would not place a bet and ignore the result

do the same with your change programmes?

While some efforts are made to track benefits, onlyaround half (54%) of respondents are measuringbenefits fully during the course of a project. Lessthan a quarter are properly measuring benefitsafter the project has ended.respondents who track the benefits of theirprogrammes are significantly more successful atachieving their stated objectives.

Our survey covered £3.4bn worth of investment being made by UK organisations on major change, and yet onlyare being properly measured. This is the equivalent of £2.5bn being invested without

several authorities (including the NAO/OGC), a lack of a clear link between a project and anorganisation’s key strategic priorities, including agreed measures of success, are a common cause of project failure.

change programmes of this size rarely reap all their benefits during the course of theproject itself, often taking months or even years to deliver all their objectives. But ROI cannot be measured without

. The other challenge is one of who has responsibility for this. Once the course orun, its key people are likely to move on to other challenges. Who is left to measure whether it delivered againstexpectations, and gather lessons for future projects? The most significant long term benefits are usually realised

ogramme has finished, often requiring significant shifts in behaviour or ongoing cost efficiencies after the programmeteam has disbanded. Organisations need to proactively manage benefits delivery post-project, otherwise

simply not happen.

stablishing a baseline position at the start of the project is keythe realisation of benefits is vital and something that senior stakeholders need to feel they have responsibilivisibility of throughout the course of the project. Benefits should be a key part of ongoing status reporting,

measurement, and management, on an ongoing basis.

sation, read ‘The Benefits of Organisational Change’ by Moorhouse. Request atviews/publications-and-articles

project benefits are

You only commit money, resources and time into a changedo not track the

and manage theoutcomes at all. You would not place a bet and ignore the result so

do the same with your change programmes?

While some efforts are made to track benefits, onlyaround half (54%) of respondents are measuringbenefits fully during the course of a project. Lessthan a quarter are properly measuring benefitsafter the project has ended. Importantly, those

ts who track the benefits of theirprogrammes are significantly more successful atachieving their stated objectives.

Our survey covered £3.4bn worth of investment being made by UK organisations on major change, and yet only aare being properly measured. This is the equivalent of £2.5bn being invested without proper evaluation

, a lack of a clear link between a project and anorganisation’s key strategic priorities, including agreed measures of success, are a common cause of project failure.

benefits during the course of theproject itself, often taking months or even years to deliver all their objectives. But ROI cannot be measured without

. The other challenge is one of who has responsibility for this. Once the course of a project hasrun, its key people are likely to move on to other challenges. Who is left to measure whether it delivered againstexpectations, and gather lessons for future projects? The most significant long term benefits are usually realised after a

ogramme has finished, often requiring significant shifts in behaviour or ongoing cost efficiencies after the programmeproject, otherwise effective and

a baseline position at the start of the project is key. Remaining focused onthe realisation of benefits is vital and something that senior stakeholders need to feel they have responsibility for and

should be a key part of ongoing status reporting, with

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Theme 3and agile

‘Agility’ is a long-standing business buzz word.many change programmes, and the pace at which economies andthe competitive landscape can changeto move – no plan survives its first encounter with realitystrong planning foundation will minimise surprises, oneed to allow their change programmes tocircumstances. This requires both programme teams and Boards totackle change proactively

Accept that project objectivesAlmost all (92%) of the survey respondentsthis was only meaningful in two-thirds of casesfurther cost savings were required during the project.

CommentaryTo provide robust foundations, it is important that wheoverarching business strategy. A key action is to ensureopposed to tactical ones. This is likely to make objectivesseem to be getting this right.

However, if objectives are found to be unrealisticdecide whether a programme remains viable.significantly. In the current environment a change in scope for major programmes isthe importance of robust foundations, too many projects allow initial assumptions, often implicit and untested, to shacklethem.

How much do objectives tend to change overthe course of the project

3: Be proactiveagile

standing business buzz word. Given the length ofchange programmes, and the pace at which economies and

the competitive landscape can change, goalposts mustno plan survives its first encounter with reality

foundation will minimise surprises, organisationsneed to allow their change programmes to adapt to changing

This requires both programme teams and Boards totackle change proactively.

roject objectives will changerespondents found that objectives altered over the course of their programme

thirds of cases. The main reasons cited are that the original objectives were unrealistic orre required during the project.

To provide robust foundations, it is important that when new projects are commissioned they are anchored to anA key action is to ensure that programme objectives are aligned to strategic

opposed to tactical ones. This is likely to make objectives, and thus scope and plans, more stable.

f objectives are found to be unrealistic, organisations need the ability to manage any change to them anddecide whether a programme remains viable. This is also the case if circumstances, particularly external, change

environment a change in scope for major programmes is usually inevitable., too many projects allow initial assumptions, often implicit and untested, to shackle

How much do objectives tend to change overproject

Sometimes you have toaccept when you arehalfway through…that theoriginal objectives youset yourself are no longerrealistic.

Board Director

proactive

iven the length ofchange programmes, and the pace at which economies and

must be expectedno plan survives its first encounter with reality. While a

rganisationsadapt to changing

This requires both programme teams and Boards to

will changeof their programme, although

. The main reasons cited are that the original objectives were unrealistic or

they are anchored to anobjectives are aligned to strategic priorities as

more stable. Many organisations

e any change to them andThis is also the case if circumstances, particularly external, change

inevitable. While we advise, too many projects allow initial assumptions, often implicit and untested, to shackle

Sometimes you have toaccept when you arehalfway through…that theoriginal objectives youset yourself are no longer

Board Director, Retail

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An agile approach to delivery will help your organisation deal with objective change more effectively

Create robust yet light-touch plans that allow a complete understanding of the end

scope, but do not in themselves becom

Break change down into smaller chunks

Use good quality project managers to spot the ‘crocodiles approaching the ship’.

and experience is required. Cutting costs in this area is a false economy

Ensure strategic management of risk. Risk management ofte

project, forgetting the bigger picture issues which can just as easily create delays and budget overruns.

Organisations must also be able to deal with the cumulative effectOften subtle reductions in scope across many programmes mount up to leave a significant gap between what is requiredand what is actually being delivered. As mentioned previously,mechanisms to measure benefits so that they can see and

Resource needs will changeresponseOver three-quarters (76%) of respondents claare unanticipated. Less than one quarterthese changes, while the majority of projects appear to be struggling in this area.less successful at coping with any resource change, with less than 5%

Coping with resource change byproject size.

To what extent do resource requirements changeover the course of the programme?

will help your organisation deal with objective change more effectively

touch plans that allow a complete understanding of the end-to-

lves become a barrier to change by being too unwieldy.

hange down into smaller chunks that release benefits to an organisation over time.

good quality project managers to spot the ‘crocodiles approaching the ship’. A sensible investment in

utting costs in this area is a false economy.

trategic management of risk. Risk management often focuses solely on the minutiae and detail of a


Organisations must also be able to deal with the cumulative effect of changing programme objectives oOften subtle reductions in scope across many programmes mount up to leave a significant gap between what is required

As mentioned previously, Boards need the right monitoring and managementmeasure benefits so that they can see and mitigate the effects of changes to their programmes

will change – be agile in your

f respondents claim that some or all of the resource requirement changes they experienceone quarter of respondents feel that their organisations cope extremely

majority of projects appear to be struggling in this area. Unsurprisingly, larger programmes arecoping with any resource change, with less than 5% of projects valued at over £16m

How well do you feel the organisation copes withchanges in the resource requirement?

Coping with resource change by Is this the result of planned changes or reacting tounplanned to unanticipated changes?

To what extent do resource requirements changeover the course of the programme?

will help your organisation deal with objective change more effectively.

-end impact of changes to

er time.

A sensible investment in skills

n focuses solely on the minutiae and detail of a


changing programme objectives on their strategy.Often subtle reductions in scope across many programmes mount up to leave a significant gap between what is required

oards need the right monitoring and managementthe effects of changes to their programmes.

in your

all of the resource requirement changes they experienceof respondents feel that their organisations cope extremely / very well with

Unsurprisingly, larger programmes areprojects valued at over £16m coping very well.


planned changes or reacting tounplanned to unanticipated changes?

18

Top tip

Provide managementvisibility of the supply anddeployment of strategicresources.

The people we need, if they even exist

here at all, are doing other important

jobs....

Senior Manager in the Public Sector

CommentaryManaging changes in project resourcing

submissions (and holding people to account for these)

appears to be a battle that many organisati

and also simply have larger resource requirements

Organisations need to prepare for and expect change

deployment requires three key actions.

Action one Every organisation has some individuals who are critical to delivering change (either

because of their operational understanding or their role in the vision for change). Beabout who those people are and be clear about where you need them most. You must takeaction to prevent them becoming bottlenecks

Action two Put in place

of these strategic resources

Action three Define the accountabilities and any governance meetings required to make prompt and

timely decisions on changing allocations tothe execution capability to rapidly enforce these decisions.

Individual projects and programmes need to plan proactively to secure the resources required. Given uncertainty, thisoften needs to involve management of strategic risks using scenario planning to iactions needed to close resource gaps before is too late. Board level leadership commitment is also important for forcingthe hard prioritisation decisions often needed to secur

Top tip

Provide managementvisibility of the supply anddeployment of strategicresources.


here at all, are doing other important

Senior Manager in the Public Sector

s in project resourcing is a constant battle between striving to remain within original budget

(and holding people to account for these), yet being realistic about changing circumstances.

anisations are failing to win. Large programmes typically involve greater uncertainty

and also simply have larger resource requirements, which are thus more difficult to manage.

prepare for and expect changes in resource requirements. Flexibility and agility

Every organisation has some individuals who are critical to delivering change (either

ecause of their operational understanding or their role in the vision for change). Beabout who those people are and be clear about where you need them most. You must takeaction to prevent them becoming bottlenecks - slowing down decision making or progress.

Put in place monitoring to provide management with visibility of the supply and

of these strategic resources.

Define the accountabilities and any governance meetings required to make prompt and

timely decisions on changing allocations to match emerging reality, and back these up withexecution capability to rapidly enforce these decisions.

Individual projects and programmes need to plan proactively to secure the resources required. Given uncertainty, thisoften needs to involve management of strategic risks using scenario planning to identify, and effect any mitigatingactions needed to close resource gaps before is too late. Board level leadership commitment is also important for forcingthe hard prioritisation decisions often needed to secure the required resources.


is a constant battle between striving to remain within original budget

, yet being realistic about changing circumstances. However, it

Large programmes typically involve greater uncertainty

bility and agility in resource

Every organisation has some individuals who are critical to delivering change (either

ecause of their operational understanding or their role in the vision for change). Be clearabout who those people are and be clear about where you need them most. You must take

slowing down decision making or progress.

of the supply and deployment

Define the accountabilities and any governance meetings required to make prompt and

emerging reality, and back these up with

Individual projects and programmes need to plan proactively to secure the resources required. Given uncertainty, thisdentify, and effect any mitigating

actions needed to close resource gaps before is too late. Board level leadership commitment is also important for forcing

19

Theme 4:capability to change

Confidence in programme teams’ ability to deliver csuccessfully is not high. This may be down to the fact thatare often handed responsibility for transformationrole, despite not having hadregular basis. Many organisations also find thatmanagement skills are in short supply.

Because of the importachange, organisationsa strategic capability –

Reliance on external resourceThere is a vast difference in the amount of external resource being used by companies. Some are managingprogrammes almost completely with in-house resource whilst others are relying more heavily on external resource.

We just don’t seem to be particularly good atjudging the resource we are going to need andwhen we’re going to need it…

Senior Manager, Pharma

Theme 4: Foster thecapability to change

Confidence in programme teams’ ability to deliver changesuccessfully is not high. This may be down to the fact that

handed responsibility for transformation as a leadershiphaving had experience of managing change on a

. Many organisations also find that projectent skills are in short supply.

Because of the importance of continuously deliveringrganisations need to treat their ability to deliver c

and foster it accordingly.

Reliance on external resource variesThere is a vast difference in the amount of external resource being used by companies. Some are managing

house resource whilst others are relying more heavily on external resource.

We just don’t seem to be particularly good atjudging the resource we are going to need andwhen we’re going to need it…

Pharma

% of the project which is resourced externally

Foster thecapability to change

hangesuccessfully is not high. This may be down to the fact that people

as a leadershipexperience of managing change on a

project

delivering effectivetheir ability to deliver change as

There is a vast difference in the amount of external resource being used by companies. Some are managinghouse resource whilst others are relying more heavily on external resource.

We just don’t seem to be particularly good atjudging the resource we are going to need and

20

CommentaryThere is a significant variation in the use of external resource to deliver change across different organisations andprojects. In some cases, over 50% of a programme team is external. While there is often value in bringing in specialistskills where needed, we believe that overbusiness. We don’t believe change can be outsourced

Organisations need to ensure that when engaging with more costly extthey are bridging a capability or capacity gap. A capability gap is best closed by bringing in targeted consultancy supportwhile contractors are a more cost-effective solutionmake it feel like a project or programme has been taken overmanage collective performance and align the interests of the programme team with the business.

It is also crucial that measures are in place for any external resource to ensure an effective skills and knowledge transfer;otherwise when the external resource leaves at the end of the project, the organisation is left once again without theskills it needs to make change stick.

As previously discussed, thinking ahead and taking a strategic approach to allocation of key resources is likely to reducereliance on external resources to close urgent resource gaps. Furtherdevelopment of delivery capability is likely to reduce

The ability of teams to managetimescale is questionableLess than half the respondents are very confident/extremely confident that the project team is capable of managing theproject to budget and timescale.

Over 40% of respondents are not confident that the people who do the daymaking key decisions, and the Board have a more negative view of their ability to make decisions than their directreports do.

I have complete faith in their technical skills,

but I’m yet to be convinced about their

financial & project management...

Telecoms & Technology Board Director

How confident do you feel that the project team is capable ofmanaging the project to budget and timescale?

in the use of external resource to deliver change across different organisations andover 50% of a programme team is external. While there is often value in bringing in specialist

over-reliance on these will mean changes are not seen to be fully owned by theWe don’t believe change can be outsourced, due to the intricate links it has with all parts of an organisation.

Organisations need to ensure that when engaging with more costly external support that they are clear about whetherthey are bridging a capability or capacity gap. A capability gap is best closed by bringing in targeted consultancy support

effective solution for closing capacity gaps. However, over-reliance on consultants canmake it feel like a project or programme has been taken over, while a plethora of contractors can make it difficult tomanage collective performance and align the interests of the programme team with the business.

It is also crucial that measures are in place for any external resource to ensure an effective skills and knowledge transfer;otherwise when the external resource leaves at the end of the project, the organisation is left once again without the

As previously discussed, thinking ahead and taking a strategic approach to allocation of key resources is likely to reducereliance on external resources to close urgent resource gaps. Furthermore, taking a wider strategic apprdevelopment of delivery capability is likely to reduce the use of external reliance, and also therefore

The ability of teams to manage to budget andquestionable

Less than half the respondents are very confident/extremely confident that the project team is capable of managing the

Over 40% of respondents are not confident that the people who do the day-to-day running of the project aand the Board have a more negative view of their ability to make decisions than their direct


but I’m yet to be convinced about their

financial & project management...

Telecoms & Technology Board Director

How confident do you feel that the project team is capable ofmanaging the project to budget and timescale?

How confident are you that the people who do the dayof the project are capable of making key d

in the use of external resource to deliver change across different organisations andover 50% of a programme team is external. While there is often value in bringing in specialist

on these will mean changes are not seen to be fully owned by thedue to the intricate links it has with all parts of an organisation.

ernal support that they are clear about whetherthey are bridging a capability or capacity gap. A capability gap is best closed by bringing in targeted consultancy support

reliance on consultants canwhile a plethora of contractors can make it difficult to

manage collective performance and align the interests of the programme team with the business.

It is also crucial that measures are in place for any external resource to ensure an effective skills and knowledge transfer;otherwise when the external resource leaves at the end of the project, the organisation is left once again without the

As previously discussed, thinking ahead and taking a strategic approach to allocation of key resources is likely to reduce, taking a wider strategic approach to the

also therefore the cost of change.

to budget and

Less than half the respondents are very confident/extremely confident that the project team is capable of managing the

day running of the project are capable ofand the Board have a more negative view of their ability to make decisions than their direct


How confident are you that the people who do the day-to-day runningof the project are capable of making key decisions?

21

CommentaryThere appears to be a concerning acceptance among many that projects will go wrong,extended timescales. With such strategicand their direct reports would have more confidence in the capability of their teams.

Change initiatives such as these represent huge investments of money and time. From this survey, they also representbusiness critical activity and their success issuggest an unacceptably high level of strategic rchange.

However, finding the right people can be very challenging. Individuals from the business, who therefore understand thebusiness, are often placed in key leadership roles. This is rightly so, as they bring the important credibility of being ableto produce the right solution for the business, and of understanding the nuances of what is likely to succeed. However, ifthey have spent their career in line management rather than change roles, you need to be clear what is needed toprovide them with knowledge and skills required to transition

Even when the right people with the appropriateresource scarcity and the difficulty of reacting to changing circumstances to allocate them to the right pl

Overall, many organisations do not appear to have the capability needed to reach their strategic objectives. In a highlycompetitive economic environment, the 10% who are extremely confident in their project teams’ ability to deliverto prosper.

Future capabilityA third of respondents feel that better skills and experience in theirthem feel more confident about delivery. Lmeet the challenges of change ahead.

What one factor would make you more confident ofyour organisation’s ability to meet the challenges of

change over the next year or so?

Top tip

Think strategically aboutchange capability.

There appears to be a concerning acceptance among many that projects will go wrong, resulting in inflatedstrategic and important change programmes, it would perhap

and their direct reports would have more confidence in the capability of their teams.

Change initiatives such as these represent huge investments of money and time. From this survey, they also representand their success is vital for an organisation’s ongoing prosperity. These findings therefore

suggest an unacceptably high level of strategic risk for many organisations: that of their internal capability to deliver

ple can be very challenging. Individuals from the business, who therefore understand thebusiness, are often placed in key leadership roles. This is rightly so, as they bring the important credibility of being able

iness, and of understanding the nuances of what is likely to succeed. However, ifthey have spent their career in line management rather than change roles, you need to be clear what is needed toprovide them with knowledge and skills required to transition into change delivery roles.

appropriate combination of skillsets exists, we have already seen the challenges ofresource scarcity and the difficulty of reacting to changing circumstances to allocate them to the right pl

Overall, many organisations do not appear to have the capability needed to reach their strategic objectives. In a highlycompetitive economic environment, the 10% who are extremely confident in their project teams’ ability to deliver

that better skills and experience in their projects teams is the one factor that wouabout delivery. Less than half of respondents are very or extremely confident in their ability to

What one factor would make you more confident ofyour organisation’s ability to meet the challenges of

change over the next year or so?

Think strategically aboutcapability.

resulting in inflated budgets andit would perhaps be expected that Boards

Change initiatives such as these represent huge investments of money and time. From this survey, they also representgoing prosperity. These findings therefore

that of their internal capability to deliver

ple can be very challenging. Individuals from the business, who therefore understand thebusiness, are often placed in key leadership roles. This is rightly so, as they bring the important credibility of being able

iness, and of understanding the nuances of what is likely to succeed. However, ifthey have spent their career in line management rather than change roles, you need to be clear what is needed to

combination of skillsets exists, we have already seen the challenges ofresource scarcity and the difficulty of reacting to changing circumstances to allocate them to the right places.

Overall, many organisations do not appear to have the capability needed to reach their strategic objectives. In a highlycompetitive economic environment, the 10% who are extremely confident in their project teams’ ability to deliver look set

is the one factor that would makeconfident in their ability to

22

CommentaryCreating more experienced and skilled project teams is not something that is easily achieved. Furthermore, it is easy tofocus on individual skills without thinking about what is required to drive reliable, repeatable results, and theorganisations ability to quickly identify when change is failing and to take corrective action. In our experience,organisations that are able to deliver change consistently well excel in three distinct areas.

Area one The strength of the community of change practitioners within the organisation, their skills and

behaviours.

Area two The quality of the organisations’ ‘one best way’ for change – repeatable methods that balance

rigour with simplicity, pragmatism and accessibility, and are continuously improved.

Area three The governance, decision-making and assurance mechanisms that select and oversee

delivery of change.

We believe that targeted management interventions are often required in all of these areas to improve an organisation’schance of delivery success. This could be anything from strategic skills development planning through to actions toimprove the effectiveness of programme management functions.

Given that the demands of change are only likely to increase, a strong change capability looks like being a key strategicsuccess factor for some time to come.

The Moorhouse team developing capability

23

Theme 5gap between Board anddeliveryperspectives

The survey shows quitof organisations and their delivery teams.to feel more negatively about the capability of the team runprogramme (the people they have chosen!)than their reports when questioned on more strategic issues suchas programme objectives and success.

Boards tend to feel that stakeholders are more effectively bought into the aimsthe organisation is better at dealing with change in resource requiremerespondents are also more likely to believe that the organisation copes well with changes in resource

Unsurprisingly, Board-level respondents tend to rate their own leadership as more consistent than whenboard respondents, but have less confidence in the project staff.

How well do you feel that stakeholders and key staff have‘bought in’ to the project’s aims and benefit?

5: Understand thegap between Board and

teamperspectives

te different perspectives between the Boardsof organisations and their delivery teams. Board respondents tendto feel more negatively about the capability of the team run

(the people they have chosen!), but feel more positivethan their reports when questioned on more strategic issues suchas programme objectives and success.

feel that stakeholders are more effectively bought into the aims and benefits of the programme, and thatthe organisation is better at dealing with change in resource requirements than their direct reportsrespondents are also more likely to believe that the organisation copes well with changes in resource

level respondents tend to rate their own leadership as more consistent than whenut have less confidence in the project staff.

How well do you feel that stakeholders and key staff haveaims and benefit?


Understand thegap between Board and

e different perspectives between the BoardsBoard respondents tend

to feel more negatively about the capability of the team running the, but feel more positive

than their reports when questioned on more strategic issues such

and benefits of the programme, and thatnts than their direct reports. Board-level

respondents are also more likely to believe that the organisation copes well with changes in resource requirements.

level respondents tend to rate their own leadership as more consistent than when rated by non-


24

.

As mentioned earlier, the majority (80%) of direct reports to the Board feel that their career is tied up in the success ofthe project to a fair or great extent. They cited career progression delays, having to leave the firm and being fired aspossible outcomes if the programme failed.

By contrast, only 43% of Board level respondents felt that their career would be affected by project failure.

CommentaryAcross all of these measures, a constant picture emerges of Boards holding very different viewsproject coalface. The advantage of a helicopter view isdifferences would suggest that the Board do not have access to a complete or true view of programmes progress.potential explanation of this is that they are being given

Where we have seen Boards effectively managing

Factor one Board members taking accou

Factor two Creating an environment where honest progress and potential issues

fear of reprisal

Factor three Boards providing themselves with the right management and governance mechanisms to

track change.

To what extent is your career tied into the successof this project?

How confident are they that the objectives & benefits of the

How confident are they that the objectives& benefits of the project are quantified at

the start of the process?

Top tip

Leaders must beaccountable forsuccess.

he majority (80%) of direct reports to the Board feel that their career is tied up in the success ofthe project to a fair or great extent. They cited career progression delays, having to leave the firm and being fired as

mes if the programme failed.


Across all of these measures, a constant picture emerges of Boards holding very different viewsproject coalface. The advantage of a helicopter view is of course a greater perspective. However, the scale of thedifferences would suggest that the Board do not have access to a complete or true view of programmes progress.potential explanation of this is that they are being given a rosier picture of reality than is appropriate.

oards effectively managing change, this has been due to a combination of

Board members taking accountability for programme success.

Creating an environment where honest progress and potential issues

fear of reprisal.

Boards providing themselves with the right management and governance mechanisms to

track change.

To what extent is your career tied into the success

How consistent is the leadership of the projectover the course of the change programme

How confident are they that the objectives& benefits of the project are quantified at

Leaders must beaccountable for project

he majority (80%) of direct reports to the Board feel that their career is tied up in the success ofthe project to a fair or great extent. They cited career progression delays, having to leave the firm and being fired as


Across all of these measures, a constant picture emerges of Boards holding very different views than those closer to theowever, the scale of the

differences would suggest that the Board do not have access to a complete or true view of programmes progress. Ais appropriate.

change, this has been due to a combination of three success factors.

Creating an environment where honest progress and potential issues can be reported without

Boards providing themselves with the right management and governance mechanisms to

How consistent is the leadership of the projectover the course of the change programme?

25

Getting this latter aspect right is a balancing act between providing rigour but avoiding ‘tick-box’ bureaucracy.Unfortunately, many Project Management Offices (PMOs) are badly implemented. For example, a Project ManagementInstitute study found that of 750 organisations researched worldwide, over 75% of organisations that had set up a PMOshut it down because it did not demonstrate any added value. PMOs should be a way to increase efficiency, cut costs,and improve programme and project delivery in terms of time, budget and benefits, but often fall into the trap of ‘blind’reporting processes and statistic generation.

We believe Board level oversight should balance a focus on strategic change risks with ‘deep dive’ assurance reviews tovalidate high level perspectives. These assurance reviews have a more internal audit style approach, operating withtechnical subject matter expertise and a ‘challenge and support’ mentality to drive an open and frank culture. As well asimproving individual projects, this will also allow Boards to identify systemic themes across different programmes, andtake strategic action as needed.

Further, and as previously discussed, with an average investment of £17m in each programme, the Board should surelyfeel and be more accountable.

26

ConclusionThe Barometer on Change shows that organisations believe change is now the norm, with cost reductions currentlybeing the primary driver. Yet many are continuing to struggle to successfully achieve objectives – despite 50% of thesechange programmes being business critical.

This survey identifies key differentiators for those organisations that are being successful at undertaking complex changeprogrammes. These include:

setting things up right, measuring benefits and reacting to change proactively to help ensure delivery success inthe near term.

doing more to foster their strategic change capability in the long term.

ensuring an open and consistent dialogue between Boards and delivery teams.

With increasing pressure to change in fiercely competitive markets, those organisations delivering their changes mosteffectively will be the ones that leave their competitors behind.

.

Moorhouse colleagues working as a team

27

About Moorhouse

Moorhouse helps organisations design and deliver successfultransformation.

In today’s complex environment, business leaders need to absorb information from multiple sources and changingchannels whilst evaluating options, making decisions and delivering sustainable benefits. At Moorhouse, we ensure ourclients effectively deliver their strategy by working with them to clarify and simplify direction, enhancing theirorganisations capability through providing hands

We make the complex simple.

About Moorhouse

Moorhouse helps organisations design and deliver successful

In today’s complex environment, business leaders need to absorb information from multiple sources and changingchannels whilst evaluating options, making decisions and delivering sustainable benefits. At Moorhouse, we ensure our

r their strategy by working with them to clarify and simplify direction, enhancing theirproviding hands-on delivery.

Moorhouse helps organisations design and deliver successful

In today’s complex environment, business leaders need to absorb information from multiple sources and changingchannels whilst evaluating options, making decisions and delivering sustainable benefits. At Moorhouse, we ensure our

r their strategy by working with them to clarify and simplify direction, enhancing their

28

Moorhouse helps clients to design and deliver complexprogrammes of change for themselves and their customers.Moorhouse is committed to sharing its knowledge and improvingthe quality of programme and project management in the UK. Aspart of this commitment, Moorhouse has produced severalpublications and articles which can be found at:

www.moorhouseconsulting.com

Published April 2012

©2012. Moorhouse. All rights reserved.

Moorhouse Barometer on change 2012

Documents

change theme

change environment

drivers of change

continuous change

enterprisewide change

agile theme

right footing theme

uk barometer