New research shows that leaders in the public sector are failing to achieve benefits through major change initiatives, despite investing millions in the hope of finding more efficient ways of working.
The survey, commissioned by programme and project management advisory specialist Moorhouse, found that less than 20% of respondents believed their departments delivered the planned benefits from change programmes.
It also found that although the public sector was better than the private sector when it came to applying formal techniques to help manage change, public sector middle managers had a poorer view of the sector's capability to deliver change.
The different perceptions of those at the top, the middle managers, and the employees on the ground, are a major reason why change programmes so often fail to produce what they promised, according to Moorhouse.
"The survey showed that while 37% of leaders believed their organisations regularly delivered benefits from change, only 5% of middle management agreed with them," says Bob Hendicott, a director at Moorhouse.
Communicating change programmes
Since professionals in different parts of an organisation have different needs, care and attention needs to be invested in communicating change programmes, to ensure everyone understands.
Typically, leaders think of change in terms of a wider vision and strategy, but it is those on the frontline whose responsibilities are most directly affected by change, and experts say it is important to keep communication about change programmes regular, simple and honest.
"Leaders need to paint a clear picture of their 'vision' so that everyone can relate to it," comments Lindsey Waddell, a senior consultant at consultancy WCI. It is no good pontificating from an ivory tower. "Leaders should be talking to their staff, answering their questions, and using their talents to make change work."
Senior sponsorship of a change programme is essential, but it is also rare. Allan Wood, chairman of healthcare services provider Harmoni, says: "Having a director down as your sponsor is all well and good – but if they just turn up to meetings for a catch-up or delegate the critical issues, things aren't going to happen."
The heart and soul of a head of unit
To succeed, the programme needs to have the heart and soul of a head of unit who is willing to be honest about what is working and what isn't, and can make the necessary tough decisions.
The research also showed an alarming lack of formal approaches and toolkits in use. Half of the survey respondents reported having no established frameworks in place to manage new benefits, and only 16% felt their current methods were effective, with a large number questioning the value and rigour of tools such as the business case and stakeholder management.
Waddell says fear and 'change fatigue' are the other major reasons why change fails. "Constant and ongoing change is unsettling, particularly when employees don't have a real understanding of why it is happening," she comments.
Combined with fears about job security, this can make even the most diligent of staff uncooperative. "People worry about job losses, hidden agendas, loss of identity, and of not being able to do adapt to the new ways of working," says Waddell.
"In the past, too much time and cost has been wasted in making things overly complex, analytical and foolproof," comments Wood. "A simple plan, led from the top, applied fast and hard, with a safety net of employee groups to catch the cock ups, is the way to do it."
From Bubb's Blog
From Whitehall Watch
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