“How much change is too much change?” is one of the most challenging questions an organisation will confront. For business leaders charged with a set of strategic priorities, successfully activating the necessary change is the make-or-break factor for success. To maximise the value of change and transformation, we must make sure that we avoid overloading people with too much change at once while evolving continuously to remain relevant as an organisation.
To answer this crucial question, we started researching the topic of change capacity about a year ago and discovered several factors impacting capacity for change. Yet, we did not uncover insight into how all the efforts across an organisation’s change landscape fit together. In other words, many companies lack a streamlined, single view of all change happening at any one time, mapped against its aggregate capacity for change.