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  1. Surveys
  2. 2013
  3. April
  4. O
  5. OrganisationCapability
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Exit Survey
 
 
Welcome.
This survey asks you to think about behaviour you see in your organisation to do with managing change and respond to questions about the frequency of that behaviour.

There are 8 questions in the survey, take your time. The more realistic you are about your response the more realistic the assessment of your organisational change capability will be.

The assessment is based on a standard five level capability model. An overview of the model can be found on our website.

Your participation in this study is completely voluntary. There are no foreseeable risks associated with this project. However, if you feel uncomfortable answering any questions, you can withdraw from the survey at any point. It is very important for us to learn your opinions.

Your survey responses will be strictly confidential and data from this research will be reported only in the aggregate. Your information will be coded and will remain confidential. If you have questions at any time about the survey or the procedures, you may contact us at 0117 230 5091 or by email at [email protected].

Thank you very much for your time and support. Please start with the survey now by clicking on the Continue button below.
 
 
 
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Carefully consider each of the statements about doing change below and indicate how frequently you see the behaviour in your organisation:
Always Often Sometimes Rarely Never
Our senior managers fully support our changes and are accountable for the results; though we often don't report on the results.
Change processes in our organisation are under quality control and subject to continuous review and improvement.
We dont talk about how to do change, we get just do it.
Success and failure factors guide management behaviour in change initiatives; delivery of benefits is the primary success factor.
An ad-hoc business case is used to demonstrate the need for change to senior managers.
 
 
Carefully consider each of the statements about doing change below and indicate how frequently you see the behaviour in your organisation:
Always Often Sometimes Rarely Never
We have a specific set of roles and responsibilities for doing change across the organisation using change teams and projects.
Training on change skills and knowledge is managed so have a significant impact on how we do change across the organisation.
Where exisiting data is collected by the organisation we may use it for performance measurement of our changes.
A business case is seen as a contract between the organisation and the change team to deliver strategic benefits.
Measuring change is not necessary, it is obvious if it has worked.
 
 
Carefully consider each of the statements about doing change below and indicate how frequently you see the behaviour in your organisation:
Always Often Sometimes Rarely Never
We have a cadre of skilled and knowledgeable managers who are leading and developing the way we do change.
There is some local use of risk management to guide change; often persued by an individual.
A business case is necessary for the decision to invest in a change and must show the value of the change.
Risk management is not useful in a change initiative; our managers can avoid problems.
Risk management is applied actively and consistently with a focus on benefits; seeking opportunities and success, avoiding failure.
 
 
Carefully consider each of the statements about doing change below and indicate how frequently you see the behaviour in your organisation:
Always Often Sometimes Rarely Never
Some of our changes are managed well by individuals; most change is not managed well.
We don't need a business case to justify change, its obvious what to do.
Benefits are the focus of measurement, though performance after change is also measured.
Risk management is an embedded thinking tool supporting all decision making and using historical data to assess risks.
There are planned engagements with all stakeholders; our communications is focussed on providing information and keeping people on board.
 
 
Carefully consider each of the statements about doing change below and indicate how frequently you see the behaviour in your organisation:
Always Often Sometimes Rarely Never
All of our change is managed with the same method; success and failure factors are widely known -- and often ignored.
The change method itself is the focus of measurement so that improvements can be tested.
A change initiative business case must be benefits focussed and demonstrate strategic alignment.
We don't need to communicate with stakeholders; the senior managers will have told everyone what to do.
Individuals in the organisation use their own processes for doing change; each area does it own thing for change.
 
 
Carefully consider each of the statements about doing change below and indicate how frequently you see the behaviour in your organisation:
Always Often Sometimes Rarely Never
We have planned engagement with all stakeholders to achieve strategic objectives in making sure the stakeholders are aligned to the change and fully support it.
Risk management is used consistently across all change initiatives; though it relies on personal judgement about individual risks.
We do communications to the key stakeholders to keep them informed; though it depends on the individual teams as to how much is done.
Change processes in our organisation are under quality control and subject to continuous review and improvement.
We don’t use specific processes for a change initiative; we just get on with the change.
 
 
Carefully consider each of the statements about doing change below and indicate how frequently you see the behaviour in your organisation:
Always Often Sometimes Rarely Never
The measurement of performance after a change is important and relevent data will be collected for every change.
Stakeholder analysis will be data driven (also using historical data); communications will be innovative, creative, focussed on delivering key objectives for the change and using appropriate psychological models.
Senior managers lose interest in a change initiative once it is started.
Individuals in the organisation use their own processes for doing change; each area does it own thing for change.
We have a senior manager responsible for looking after all of our change, who measures results and enforces accountability.
 
 
Carefully consider each of the statements about doing change below and indicate how frequently you see the behaviour in your organisation:
Always Often Sometimes Rarely Never
All of our change is managed with the same method; success and failure factors are widely known -- and often ignored.
Some staff have had training and use some change management skills.
Success is consistently built into change initiatives and failure is managed out so that operations is able to change using its full change capacity without compromising operational performance.
Our change processes and method performance are measured through the achievement of clear objectives.
We expect our managers to do all of our change as part of their day job through the management chain.
 
The material in this survey is the copyright of the Centre for Change Management Ltd.