Change readiness quickscan

Our COMEX members and top managers are role models for change.

True

False

In our organisation, the needs of top managers get more priority over collective goals.

True

False

As a COMEX team, we work well together and we trust each other.

True

False

Our COMEX team has no clear mandate and lacks the support of important stakeholders to transform the organisation.

True

False

The COMEX team has freed up significant budgets to fund change initiatives.

True

False

Our vision on change is not inspiring: it doesn't create energy within the organisation.

True

False

Our COMEX team radiates an inspiring and motivating ambition within the organisation.

True

False

Our COMEX team regularly evaluates the gap between the current and desired change capabilities of our organisation.

True

False

Our organisation systematically collects information about the performance and activities of competitors.

True

False

We are always late with detecting and reacting to new industry developments.

True

False

Our organisation systematically collects information about how well we meet the changing needs of our customers.

True

False

We have launched a series of initiatives to renew our organisation.

True

False

Our employees have a clear idea of where and how we are different from our competitors.

True

False

Our strategy clearly outlines who not to serve and what not to offer.

True

False

Our business strategy is a compilation of the action plans of the various departments.

True

False

We have set up strategic experiments to come up with radically new products or business models.

True

False

Our management infrastructure and processes make sure we focus on what's most important to our customers.

True

False

Due to lack of time or experience, we have the tendency to outsource important change management initiatives to external specialists.

True

False

All management levels within our organisation communicate well with each other.

True

False

We struggle to complete our change initiatives due to the number of projects we want to implement at the same time.

True

False

We periodically evaluate progress and results and link them to how they were achieved.

True

False

Reporting on change projects in our organisation is an overly complex bureaucratic activity and provides little added value - or on the contrary, hardly any reporting is done.

True

False

We share lessons learned and best practices through knowledge management to avoid reinventing the wheel.

True

False

Our organisation systematically identifies best practices and opportunities to simplify our change approach.

True

False

Our values are more than words or slogans on posters on the wall: they guide us in our daily work.

True

False

In our organisation we constantly challenge our goals and stretch them to the max.

True

False

When things go wrong, employees and managers blame their colleagues or look for excuses in the company's management systems.

True

False

In our organisation, we focus our attention on developing relationships with key people in all roles at all levels.

True

False

Our change communication is usually a one-way street that follows the structure/hierarchy of the organisation.

True

False

We share information in an open atmosphere that allows us to discuss individual and team performance and behaviour.

True

False

When new initiatives are proposed, 'no' is the standard answer, and 'yes' the exception.

True

False

Most people believe that change is happening too quickly and causing too much disruption in our organisation.

True

False

We launch change initiatives based on a strong project mandate that clarifies the scope, boundaries and expected results.

True

False

Our change initiatives lack a solid 'why': they don't address day-to-day operational issues or customer needs.

True

False

We define unrealistic time frames for the implementation of change projects.

True

False

The resources allocated to our projects include budgets, IT support and allocated time of our team members.

True

False

In our organisation, we deal with problems through analysis of reliable data and direct observation of our practices.

True

False

We use prototypes and experiments as a way to evaluate the value and risks of alternative solutions.

True

False

We periodically (weekly/monthly) evaluate the deviation from the expected progress and results in order to learn from it and make adjustments.

True

False

We fail to incorporate the results of change projects into standard operating procedures.

True

False

Everyone in our organisation feels the change, but no one really knows where it will lead.

True

False

Our organisation sees its employees purely as resources to increase performance. She has no regard for the people behind the position.

True

False

We actively involve employees in the change initiatives that impact them.

True

False

Our employees experience a daily reality that is in stark contrast to the most important messages that managers send out.

True

False

Our change approach also provides education and training in project and process management for our employees.

True

False

The managers spend a significant part of their time coaching the employees on the floor.

True

False

We communicate regularly about change and openly share information related to the change initiatives.

True

False

In our organisation, people feel valued for their change efforts.

True

False