The Four Factors that determine the outcome of any transformation initiative

The effort -over and above the usual work that the change initiative demands of staff

• Organizations worry about the time it will take to implement change

• They assume that the longer the initiative, the more likely it is to fail

• In fact, a long project reviewed frequently is more likely to succeed than a shorter project that is not reviewed frequently

• The time between reviews is more critical for success than the project’s life span

; i.e., ability to complete the initiative on time; Depends on members’ skills and traits relative to the project’s requirements

• The extent to which organizations can rely on its members to execute change projects successfully

• The quality of the change team, cohesive and well-led

• Teams with the right portfolios of skills, knowledge and social networks must be established

• Team leaders (1) must have problem-solving skills, (2) are results-oriented, (3) methodological in their approaches, but tolerate ambiguity, (4) organizational savvy, (5) willing to accept responsibility for decisions, (6) highly motivated but don’t crave limelight

to change that top management (C1) and staff (C2) effected by the change displays The project team’s performance

• Change initiatives do involve extra work, on top of on- going day-to-day responsibilities

• Ideally workload should not increase more than 10%

• Organizations may consider taking away some of the regular work of staff who will play key roles in the change project

• Overall scores range from 7 to 28

• Between 7 and 14 = project likely to succeed; the “Win” zone;

• > 14 and < 17= Risks are rising; the “Worry” zone

• > 17 = extremely risky, the “Woe” zone; >17 and <19= high risks; >19 = unlikely to succeed