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Handbook of Corporate Performance Management by Mike Bourne, Pippa Bourne

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Chapter 5

Assessing and Managing Change

5.1 INTRODUCTION

Before you embark on implementing any large project, you should conduct an assessment to understand both your chances of success and the factors that could cause you to fail. It is often called a ‘pre-assessment’.

In this chapter we are going to explain two approaches to pre-assessment of the implementation of your performance measurement and management system. Firstly, we will discuss a number of the traditional change management tools you can use. This will serve as a useful reminder of tools and techniques you have encountered before. Secondly, we will look at a methodology developed specifically to assess the design and implementation of performance measurement and management systems. This will build on the issues raised in the last chapter using the concept ‘return on management’. The basic premise is that management time and effort is not infinite, leading to the conclusion that not all projects can succeed and that success is dependent on their context.

5.2 CHANGE IN CONTEXT

The first thing to understand is how change affects people. Change at work may not be the only change happening in people’s lives and we all have a limited capacity to deal with change. This is why good managers are always very interested in what else is happening with their people. Personal change can be emotionally draining. Dealing with the day-to-day elements of the job may be relatively easy to accomplish as they are routine, planned and ...

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