MU Insight Survey 2012 Change and Productivity

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Ranking of goals: What was the result aimed for in the change process? Total 2012 Total 2011 Lower costs/higher cost efficiency 72,2% 75,1% More efficient business or production processes 71,4% 69,8% Better customer/market orientation 60,3% 61,7% Higher sales/turnover 56,1% 47,0% Adjustment to technical changes/innovations 45,6% 42,6% Changes in company culture 39,8% 41,4% Business segment expansion 33,7% 30,9% Other goals 17,9% 16,6% And where do manager believe change failed? Well there is need for improvement regarding: Total Ability to communicate 78,2% Openness towards change 77,8% Ability to manage conflict 74,1% Motivation 71,2% Experiences with change management 70,1% Openness towards innovation 69,2% Team play 67,6% Ability to compromise 65,7% Flexibility 65,2%
How to reach the goals of change Predominant goals for change processes in 2011 were in lowering costs/creating higher cost efficiency; creating more efficient business or production processes and the improvement of customer and market orientation. While these three major topics form most of the change processes also for 2012, another issue comes up: higher sales and turnover. Whether this might be wise foresight or a mere existential need, it gives a clear signal of an evolving agenda – and will most likely leader to further competition. In implementing such change – enabling people to better contribute to business success – managers also see a wider range of need for improvement in their companies. At the top of the ranking, ability to communicate needs to be improved according to almost 80% of managers. Equally, managers see a need for more openness towards change among their employees. And about 3 out of 4 managers see a need for stronger competence in managing conflict. In general, managers look for improvements in almost every single issue, they were asked about. Taking a look in the mirror, managers also assessed their own capabilities in improve change results. The ability to communicate is also seen as managers’ most important asset – and sometimes challenge. Followed by the ability to motivate others and drive goal-oriented behavior, it is made pretty clear, which roles managers see for themselves within a change process – the communicators, energisers and goals setters. So the idea is clear, but what is the reality? Total Ability to communicate 58,5% Ability to motivate others 52,2% Goal-oriented behaviour 50,6% Ability to cooperate 49,6% Willingness to take on responsibility 49,5% Solution-oriented behaviour 46,3% Ability to manage conflict 46,1% Interpersonal skills 45,2% Flexibility 44,6% Objectivity 39,2% Power of judgment 37,7% Assertiveness 35,9% Stamina 33,2% Analytic skills 30,6% Empathy 30,5% Independence 19,9%
Page 1 and 2: Change & Productivity in Europe The
Page 3 and 4: Foreword By Richard Moore These day
Page 5: Goal achievement by country of chan
Page 9 and 10: Avoiding productivity loss We did n
Page 11 and 12: Change & Productivity: You know wha

MU Insight Survey 2012 Change and Productivity

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