New 'Change' Study Reveals Dynamic Growth In Interim Management

22/01/10

By Anne Beitel

A new report published by Executives Online, the fast track headhunting company, entitled: 'Challenge of Change 2010', reveals surprising dynamics amongst independent managers who manage change. Significantly the study revealed that the role of interim executives in delivering change had more than doubled to 33% from a base of just 15% in 2008.

The project shows remarkable consistency in responses surrounding the 'drivers of change' against the previous study conducted two years ago. The top four 'primary drivers of change' indicated increasing efficiency, cost reduction corporate restructure and the search for competitive advantage. However, when questioned whether change...

...programmes were fuelled by ambition or fear almost 60% of respondents taking part in this year's survey indicated 'fear or defensive reasons' as the driver of business change compared with just 45% of respondents in 2008. Interestingly female respondents were less likely than men to state fear and more likely to consider ambition, as the key driver of change.

There was a sharp increase in the number of planned change initiatives when compared with the 2008 survey. Drivers included cost reduction, business restructuring, business improvement and downsizing, in line with the economic temperature. Although the number of planned initiatives remained consistent the demands being placed on the change managers was felt to be more demanding by half the sample. However, in most cases, the respondents felt that the planned changes were manageable: this is consistent with the 2008 study.

Interestingly and rather damningly nearly 60% of the sample felt that companies manage change either 'fairly poorly' or 'poorly'. The main reason for change going wrong was considered to be almost entirely staff related, revolving around poor leadership and the failure to empower staff. The two options that were regarded as the most effective measure to resource change were... continued on page two >

 

 

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