Summary of 2025 Change Capability Survey Results.pptx

Summary of 2025 Change Capability Survey Results.pptx

• 1.
  CHANGE CAPABILITY SURVEY 2025RESULTS AND ANALYSIS To hear the authors of the report explain the results and give their analysis of the key themes, book this results webinar https://capabilityforchange.com/survey/ To access the full results and analysis, and find action plans relevant to your role, sign up here for guest membership https://www.changeabilitypro.co.uk/login
• 2.
  What is theglobal Change Capability Survey? The survey was originally developed to support the Change Capability Community, a global discussion group who debate key questions about change management and how to develop this valuable leadership skill for everyone. The survey has been running since 2022 and provides valuable data about the state of change managing in organisations across the world. The founders of the survey are Melanie Franklin and Gillian Perry, who prior to launching the Change Capability Community chaired the Change Management Institute in the UK.
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  Who completed the survey?531 respondents; 173% increase on 2024
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  Results generate 5 criticalaction points As we cross-checked the responses, it became clear that these themes are a complex network of inter-dependent issues, that form a potentially vicious circle that if not addressed will continue to reduce the perceived value of resourcing and supporting change activities.
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  Establishing the valueof change management, ensuring that it is viewed as a business critical function impacts the willingness of leaders to pay attention to and become involved in managing change. Senior leaders are time poor and will not invest their effort into activities that do not directly link to the achievement of their strategic objectives. Value and leadership
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  How do youmeasure success of change initiatives
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  Leadership is missing
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  There is noappetite to invest in building a capability that is not seen as business valuable, and without that capability, staff will continue to have a poor experience of change. This poor experience is compounded by a lack of leadership involvement, which in turn is driven by a lack of leadership skill. However, as change management is not viewed as a valuable function, leaders are disinclined to invest in change-specific skills. Capability and experience
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  Volume • Level ofchange is manageable 12% • People openly talk about the pressures of change 64% Support • Those who struggle to change are supported 23% • We acknowledge and celebrate achievements 48% Empowerment • People feel empowered to get things done 31% • People always know change is coming 34% The experience of change is poor and getting worse
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  We must recognisethe critical importance of portfolio management. Without an understanding of the scale of change initiatives taking place, and an ability to prioritise them by their business value, all other factors are negatively impacted: 1. Value is negatively impacted as high volumes of change are commissioned, but without the analysis to ensure they are the right changes 2. Leadership of change – a clear understanding of the changes planned and currently underway gives leaders a feeling of control and enables them to take appropriate action 3. Building change capability – skills development takes time, but with an uncontrolled volume of change, there is no time or energy available for development 4. Experience of change – unceasingly high volumes of uncoordinated changes cause stress, leading to withdrawal of effort as a protection against burn-out Portfolio management
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  To access thefull results and analysis, and find action plans relevant to your role, sign up here for guest membership https://www.changeabilitypro.co.uk/login Take action, increase the capability and capacity for change in your organisation for 2026 by downloading the action plan for your role: 1. Head of Change Management 2. Business Change Manager 3. Senior leaders 4. Portfolio Manager 5. HR leaders 6. Learning and Development leaders 7. Programme/Project Managers 8. Internal Communications