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Return on Change Management (CM) | Hamburger BeraterContor
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Return on Change Management (ROCM)

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17. April 2008 • Kategorie: Aktuelles, Change Management

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Hauptursachen für Produktivitätseinbußen bei Vernachlässigung von Change ManagementHauptursachen für Produktivitätseinbußen bei Vernachlässigung von Change ManagementHauptursachen für Produktivitätseinbußen bei Vernachlässigung von Change ManagementUnter diesem Titel hat CapGemini [1]in einer neuen Untersuchung sich mit dem altbekannten leidigen Thema beschäftigt: Change Management Projekte verabschieden sich bereits vor dem Start aus dem Rennen um die knappen Budget-Ressourcen, weil sie klaren Kosteneffekten eben nur „weiche“ Nutzen-Faktoren gegenüberstellen können. Das ist unser altes Thema mit den nicht messbaren qualitativen Faktoren wie z.B. beim Kulturmanagement (”gemeinsame Werte entwickeln”).

Die Change Management Studie 2008 hat gezeigt: Unternehmen geben sich mit der unbestrittenen Tatsache nicht zufrieden, dass ein Verzicht oder eine mangelhafte Umsetzung von Change Management Prozessen sich negativ auf die Arbeitsproduktivität auswirkt.  In 80 % der Unternehmen wird mindestes  eine ungefähre Bestimmung der Kosten-Nutzen Effekte gefordert.  Da endet das Change-Projekt wohl nach wie vor in vielen Unternehmen, bevor es eigentlich anfängt. Nur etwa 22%  verzichten auf einen business case mit dem Argument, Change Management (CM) sei einer validen Nutzenbestimmung  eben nicht zugänglich.

Vielleicht hHauptursachen für Produktivitätseinbußen bei Vernachlässigung von Change ManagementHauptursachen für Produktivitätseinbußen bei Vernachlässigung von Change ManagementHauptursachen für Produktivitätseinbußen bei Vernachlässigung von Change Managementat die Befragung von CapGemini zu diesem Thema aber einen neuen Weg eröffnet: die Manager der befragten Unternehmen  sollten negative Effekte bei VHauptursachen für Produktivitätseinbußen bei Vernachlässigung von Change Managementernachlässigung von Change Management nennen (1) und dann  einschätzen, wie hoch der Effekt auf die Produktivität sei (2).

Zu 1) haben sich langjährig bekannte Annahmen /Behauptungen bestätigt:

  • In 79 % der Unternehmen verursacht unzureichende Information über den CM- Prozess ineffizientes Arbeiten
  • In 73% gibt es bewusste Widerstände gegen Veränderungen mit entsprechenden Auswirkungen auf die Arbeitsproduktivität
  • In etwa 42 % führen die durch den CM-Prozess oder seine unzureichende Berücksichtigung verursachte „Diskussionen“  zu häufigen Arbeitsunterbrechungen.

Die hiervon ausgehende Einschätzung der negativen Produktivitätseffekte (Zu 2)) wird indes von der Studie als erschreckend bezeichnet. Dem kann man ohne Zögern voll zustimmen, weil:

  • In 20% der Unternehmen hierdurch ein Produktivitätsrückgang von 11 bis 20%
  • In mehr als 40% von zwischen 21 und 30%
  • In etwa 14% von mehr als 30%
  • und in 7 % der Unternehmen sogar von mehr als 40%

geschätzt wird. Das ist im Durchschnitt ein 23%iger Produktivitätsrückgang. Die Studie macht das mit der Aussage deutlich: Fast jeder vierte Mitarbeiter ist bei Vernachlässigung von CM ein Totalausfall (wohlgemerkt- ein Durchschnittswert!).

Und mit diesem Ansatz kann man für jedes Unternehmen sehr schnell konkrete quantitative Messkriterien entwickeln.

  

 



[1] Capgemini: Change Management Studie 2008, Business Transformation- Veränderungen erfolgreich gestalten
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