Change Capability Tool - Nine Feet Tall Consulting

Is your organisation capable of change?

Often leaders like the idea of change… but implementing long lasting and effective change isn’t easy. We talk about this as having change capability or change management capability.

Change capability is an organisation’s ability to plan, design, and implement change effectively and efficiently across their business. In essence, it is a measure of agility, of how capable a company is of delivering long term change with minimal disruption to both the operations of the business and the people that work within it.

Use our free change management capability framework tool below to assess how capable your organisation currently is at delivering change. You’ll receive a report with tips on how to combat resistance to change and develop a culture which understands and embraces inevitable change.

Start assessment

1. Vision and benefits

You are able create a clear and compelling vision and identify benefits for change initiatives, ensuring these are aligned to the overall business strategy.

1 = There is no vision at all for change initiatives

2 = The vision exists but is not understood

3 = The vision is compelling, but benefits are undefined

4 = The vision is well defined, and we are beginning to identify benefits

5 = The vision is clear and benefits of the change initiative are aligned to the strategy

2. Leadership Change Capability

Leaders in your organisation can successfully sponsor and drive change initiatives.

1 = Leaders do not welcome change

2 = Leaders are beginning to drive change initiatives, but success is limited

3 = Leaders are recognising the growing need to drive change initiatives effectivelyr

4 = Leaders usually drive change initiatives successfully

5 = Leaders always sponsor and drive change initiatives successfully

3. Skills

You have the necessary skills across the organisation to implement successful change.

1 = Nobody knows how to manage change well

2 = There is limited capability to deliver change

3 = We have received some change management training in the past

4 = We have the right skills to deliver and implement change

5 = We are industry leaders at implementing successful change

4. Process and tools

Your change management processes and tools are well defined and documented.

1 = There are no processes nor tools to manage change

2 = We are starting to introduce change management processes and tools

3 = Our change management tools and processes are defined but not widely used

4 = Our change management tools and processes are well defined and documented

5 = We have exactly the right change management tools and processes to always deliver long lasting change

5. Resource

You have enough of the right people in place to successfully deliver change alongside business-as-usual activities.

1 = Change management is never a resource priority

2 = We struggle to resource change initiatives, but the appetite is there

3 = We have some dedicated change management resource

4 = We have the right people to deliver change alongside BAU

5 = Our dedicated change team is well resourced and thriving

6. Stakeholder engagement

Securing support for change initiatives from key stakeholders in the wider business is easy.

1 = Our key stakeholders aren’t engaged at all with change initiatives

2 = It is difficult to secure support for change initiatives from key stakeholders

3 = Some key stakeholders support change initiatives

4 = Key stakeholders are keen to support change initiatives across the business

5 = Change initiatives are always championed by all key stakeholders and support is always forthcoming

7. Communication

Your messages always reach the right people at the right time and generate the right response to dispel fear of change.

1 = There is a lot of resistance to change and communications have no impact

2 = Communications are shared regularly, but the messages aren’t understood

3 = Resistance to change is improving and communications are generally well received

4 = Communications are welcomed and understood, helping us to dispel fear of change

5 = Communications are consistently timely, strong and generate positivity about change

8. Change champions

You have identified a strong network to help boost change across your organisation.

1 = Nobody embraces change in our organisation

2 = We have started to have conversations about change across the organisation

3 = There is appetite from some individuals in the wider organisation to help us land change initiatives

4 = We have change champions identified and they support change initiatives

5 = Our change champions ensure change initiatives always thrive

9. Culture of adaptability

Your organisation has welcomed and embraced change in the past.

1 = Past experiences of change initiatives have made us fearful

2 = Previous change initiatives didn’t land well but we want to continue to try

3 = Change is sometimes embraced

4 = We have a culture of adaptability and change is usually welcomed.

5 = We always embrace change and our culture thrives on change initiatives

10. Change governance

Your organisation has welcomed and embraced change in the past.

1 = Governance is poor here and delivery roles are never defined

2 = There is limited responsibility and accountability to drive change initiatives

3 = We are starting to define change delivery roles and responsibilities

4 = Governance is strong and most change delivery roles are clear and defined

5 = All of our change delivery roles and responsibilities are clear and defined

Finish

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