Lessons from IBM’s Global Business Services team on how to ensure the success of your change projects.

If you want the most up-to-date research on how to manage change successfully, you need to take a look at IBM’s Closing the Change Gap report (2009), which is based on the results of surveys and interviews with more than 1500 change practitioners from 15 nations across the globe between 2006 and 2008.

Not surprisingly, project success isn’t evenly spread across these companies: the pareto rule applies, where 20% of the change practitioners (the so-called Change Masters) are responsible for 80% of the successful projects. In contrast, the bottom 20% (the Change Novices) report a success rate of merely 8%.

So what is the key to the Change Masters’ success? IBM’s summarises the key facets in a Change Diamond as follows:

• Real insights, real actions

• Solid methods, solid benefits

• Better skills, better change

• Right investment, right impact

Now you’ll be forgiven for thinking that this is all a little obvious. It’s perhaps where the IBM model falls down. In their haste to create something which looks well-balanced and compact, persuasive and acceptable to business, I think that the IBM team has glossed over the real gems of the research, which means that you have to dig a little deeper into the report to find them.

What are the real gems?

Although it’s been recognised for years in management theory that project success is due to people and not to technology, it seems that the vast majority of the organisations which took part in IBM’s research have been a bit slow on the uptake. Either that or they’re companies which believed that technology really is superior. So the main strength of the Closing the Change Gap report is the acknowledgement that “…the ‘soft stuff’ is the hardest to get right”. In fact the top 6 of the top 10 factors which make the difference to the success of a change project are soft:

1. Senior management sponsorship 92%
2. Employee involvement 72%
3. Honest & timely communication 70%
4. Culture which motivates and promotes change 65%
5. Pioneers of change 55%
6. Change supported by culture 48%
7. Efficient training programmes 38%
8. Adjustment of performance measures 36%
9. Efficient organisation structure 33%
10. Monetary & non-monetary incentives 19%.

The role of Positive Psychology

And where does positive psychology come into all this? For me the big ticket items are the two Rs: resistance and resilience. IBM mentions the first but oddly enough, not the second. So even though ‘for its very survival, the Enterprise of the Future must better prepare itself as the pace, variety and pervasiveness of change continue to increase’, nothing is really said about how organisations should be preparing their staff from a psychological perspective to cope with this. It’s assumed that understanding and implementing a robust change management process which covers all four facets of the Change Diamond will suffice. Hmmmm, I’m not so sure!

Fortunately there is a great deal organisations can do to increase the resilience of their staff, including developing optimism, taking control of emotions, understanding the impact of beliefs on behaviour, and how to manage unhelpful thinking patterns, as well as actively managing stress levels. All of these things can help employees get back in the driving seat with renewed energy, engagement, sense of purpose and focus. Which is exactly what organisations need to meet the challenge of continual, complex change head on. And be successful.

Thanks to Paul Barrett for the link

Will you be one of the 12% of people who stick to their New Year’s Resolutions in 2008?

It won’t surprise many of you who work in business that if you use the same approach to setting personal goals that you use at work for annual objectives, you’re far more likely to succeed.

This BBC article covers many of the key elements, which are often referred to in business by the SMART acronym: i.e. your goals should be:

S – Specific
M – Measurable
A – Achievable
R - Realistic
T – Time-based

So for personal goals:

i) make sure they’re well-defined rather than vague,
ii) make sure you can measure your progress towards the goal and tell when you’ve achieved it
iii) minimise the conflict between achieving this goal and other areas in your life. Take small steps.
iv) are you willing and able? Make sure you have enough resources (e.g. time, money etc) to achieve the goal
v) set a time for starting and finishing, and give yourself enough but not too much..

It’s interesting to see that, according to research by Professor Richard Wiseman of the University of Hertfordshire, men are 22% more likely to succeed when they set well-defined goals, such as losing a pound a week rather than just saying they wanted to lose weight.

Women, on the other hand, can increase their chances of success if they tell other people what their goals are. Sharing your goals publicly has really taken off in the US, with websites such as Caroline Miller’s your100things.com.

And if you want to take part in Professor Wiseman’s New Year’s Resolution Experiment for 2008, sign up here.

Good luck!

Will you be one of the 12% of people who stick to their New Year’s Resolutions in 2008?

It won’t surprise many of you who work in business that if you use the same approach to setting personal goals that you use at work for annual objectives, you’re far more likely to succeed.

This BBC article covers many of the key elements, which are often referred to in business by the SMART acronym: i.e. your goals should be:

S – Specific
M – Measurable
A – Achievable
R - Realistic
T – Time-based

So for personal goals:

i) make sure they’re well-defined rather than vague,
ii) make sure you can measure your progress towards the goal and tell when you’ve achieved it
iii) minimise the conflict between achieving this goal and other areas in your life. Take small steps.
iv) are you willing and able? Make sure you have enough resources (e.g. time, money etc) to achieve the goal
v) set a time for starting and finishing, and give yourself enough but not too much..

It’s interesting to see that, according to research by Professor Richard Wiseman of the University of Hertfordshire, men are 22% more likely to succeed when they set well-defined goals, such as losing a pound a week rather than just saying they wanted to lose weight.

Women, on the other hand, can increase their chances of success if they tell other people what their goals are. Sharing your goals publicly has really taken off in the US, with websites such as Caroline Miller’s your100things.com.

And if you want to take part in Professor Wiseman’s New Year’s Resolution Experiment for 2008, sign up here.

Good luck!

Will you be one of the 12% of people who stick to their New Year’s Resolutions in 2008?

It won’t surprise many of you who work in business that if you use the same approach to setting personal goals that you use at work for annual objectives, you’re far more likely to succeed.

This BBC article covers many of the key elements, which are often referred to in business by the SMART acronym: i.e. your goals should be:

S – Specific
M – Measurable
A – Achievable
R - Realistic
T – Time-based

So for personal goals:

i) make sure they’re well-defined rather than vague,
ii) make sure you can measure your progress towards the goal and tell when you’ve achieved it
iii) minimise the conflict between achieving this goal and other areas in your life. Take small steps.
iv) are you willing and able? Make sure you have enough resources (e.g. time, money etc) to achieve the goal
v) set a time for starting and finishing, and give yourself enough but not too much..

It’s interesting to see that, according to research by Professor Richard Wiseman of the University of Hertfordshire, men are 22% more likely to succeed when they set well-defined goals, such as losing a pound a week rather than just saying they wanted to lose weight.

Women, on the other hand, can increase their chances of success if they tell other people what their goals are. Sharing your goals publicly has really taken off in the US, with websites such as Caroline Miller’s your100things.com.

And if you want to take part in Professor Wiseman’s New Year’s Resolution Experiment for 2008, sign up here.

Good luck!

How many of your employees do you think are going to get out of bed tomorrow morning, looking forward to coming to work for you?

If you read the Sunday Times last week you’d be forgiven for thinking that you probably need to offer a few more employee benefits. According to this article, positive psychology at work is all about whether you provide foot massages during office hours or organise awards ceremonies so you can pat your staff on the back once a year. It’s an easy mistake to make, especially when referred to as ‘employee well-being’. Organisations want tangible measures and quantifying how many employee benefits they offer, as well as how much they’re worth, is a relatively straightforward exercise.

Using positive psychology in the workplace is very little to do with the value of employee benefits though, which means that charities and not-for-profit organisations can apply the principles, in many cases doing a better job than cash-rich companies. And it’s not about providing 24/7 counselling to those who might need it either. So what is positive psychology at work, you might be wondering?

In short it’s about enabling all employees to flourish, play to their strengths and reach their full potential. Sounds great but why would you want to do this? Well, there is growing research* which shows that it’s good news for the bottom line, as well as an increasing number of forward-thinking companies (e.g. Ikea, Norwich Union, Royal & SunAlliance, Microsoft) who are using strengths-based approaches. It’s not about being problem-focused, but neither is it about being solution-focused. It’s about trust, respect and honesty, and developing an organisational culture where

i) the espoused values are the same as the values in use,
ii) leaders are role-models of confidence, optimism and resilience
iii) leaders inspire their teams to action
iv) leaders are transparent about their weaknesses, and open to being questioned and challenged about the direction in which they’re heading
v) leaders see the task being accomplished and developing their people to lead as equally important.

So you can see that having a positive psychology approach at work is a million miles away from whether you have a company gym or not. And as with most organisation change, there are no short-cuts. You need vision, commitment and courage to create a positive organisation. So, as a business leader, are you up for the challenge?

Thanks to Hilary Jeanes for the ST article

* e.g. Lyobomirsky, King & Diener (2005)