PM Network - February 2016

THINK SYSTEMATICALLY
DEVELOP GOOD INFLUENCES

Organizations that draw upon the four components of the influence model to move employees from current to desired mindsets and behaviors are most likely to have successful transformation initiatives.

FOCUS ON STRENGTHS AND WEAKNESSES

Sources: Healthcarefinancenews.com; fiercepharma.com; hbmpartners.com; Thomson Reuters; PMI’s Pulse of the Profession®: Capturing the Value of Project Management, 2015; McKinsey & Co., The Science of Organizational Transformations, 2015. (McKinsey survey methodology: 1,662 executives representing all regions, industries and organization sizes were surveyed online.)

Success rate of
transformation initiatives
that employed all four
components
Success rate
of those that
employed just one

74% 20%

37%
42%
69%

of surveyed executives reported successful transformations when a completely systematic approach to prioritizing them is employed.

say their organization uses a completely systematic approach to these initiatives. reported successful transformations when prioritization approaches are not at all systematic.

say their organization has a somewhat systematic approach.

8%

1 Role modeling: Leaders should walk the walk.

2 Fostering understanding and conviction: Employees hould know why change must happen.

4 Developing talent and skills: Employees should have a range of development opportunities.

3 Reinforcing change through formal mechanisms: Set goals and incentives aligned to desired changes.

65%74%

0%

100%

74% of executives surveyed reported success when the overall focus of the transformation initiative was on both strengths and performance gaps… …as opposed to 65% of respondents who reported success when the transformation initiative focused on either strengths or weaknesses.