Glossary
A B C D E F G H I J K L M N O P Q R S T U V W X Y Z
Capability Area
A term often used in organisational maturity models which describes areas of ability, competency and capacity enabling an organisation to implement its strategy. In this framework the term is used to provide a useful clustering of CSF. This is designed to assist change practitioners in assessing their own organisation and structure development activities.
Change and Transformation
Although many use the terms synonymously, there is assumed to be a hierarchical relationship between change and transformation where all transformation is change but not all change is transformation.
Within the context of this model, change describes the incremental improvements to services that councils have been able to make during years of expanding budgets, resulting in delivering the same or better for less. This may have involved streamlining and slimming down of structures but these structures remained broadly unchanged.
Transformation results where structures and models of service provision have undergone a fundamental rethink and redesign. This will lead to new ways of working, a new culture in the organisation and, most importantly, if delivered successfully, long term sustainable benefits.
Critical Success Factors (CSF)
The elements that are ideally in place throughout the lifecycle of a change programme to achieve its objectives and enable the organisation to achieve full Benefits Realisation. Examples are activities that ideally go well, skills sets and capabilities the organisation is able to draw on, aspects of infrastructure that are in place or resources that are available to ensure success.
Where these elements are not in place or only partially in place, there may be an increased risk of change activity failing to deliver. These elements should therefore be given special and continual attention.
In this model, CSF are grouped within four distinct capability areas.
Examples of Evidence
Examples are drawn from observations made in the course of our research. They are intended to help the user consider the extent to which the statements in this section are true for their organisation. It is important to note that in most cases there may well be some evidence to a greater or lesser extent and there are therefore very few yes or no questions. As our research activities continue, we will add examples and we will also provide you with a platform to share your own experiences.
Methodologies and Frameworks
Describes approaches, a set of procedures or a process that can be applied to review and/or redesign any aspect of the organisation. This may lead to the identification of opportunities for further change activity, including redesign of structures or cost reductions. The outcome is not known or predefined at the start of this process and may be different each time the methodology is applied. Examples: Lean, Kaizen, Diagnostic, PSIF.
Negative Indicators/barriers to success
These are examples of known causes of failure of change initiatives. Consider whether any of the statements apply to your organisation to some extent. If they do, then consider this a key area to which you will need to pay attention as research has shown that this may be a significant risk to the success of your programme.
PESTLE Analysis
An analytical tool often used in strategic management. The letters stand for Political, Economic, Social, Technical, Legal and Environmental factors which are systematically considered in detail within a planning or project development process.
Using this structured approach in team discussions can help to identify risks and issues and ensure that all relevant aspects are considered in terms of their potential impact on the project or initiative being planned.
S
Solution
Describes an "off the shelf" approach which is a fully developed model which has been used elsewhere and can be implemented "wholesale". The outcome is a pre-defined, known operating model. Examples include shared services models such as HR and Payroll, Asset Management, Flexible and Mobile Working.
