The left-hand column lists 17 key elements of change readiness. Rate your organisation on each item. Give three points for high ranking (‘We’re good at this; I’m confident of our skills here’), two for medium score (‘We’re spotty here; we could use improvement or more experience’) and one point for a low score (‘We’ve had problems with this; this is new to our organisation’). Be honest. Don’t trust only your own perspective; ask others in the organisation, at all levels, to rate the company too. The consultants at Symmetrix believe – no surprise – it helps to have an outsider do the assessment with you.

Readiness scoring

How to score: High = 3, Medium = 2, Low = 1.

If your score is:

41–51: Implementing change is most likely to succeed. Focus resources on lagging factors (your ones and twos) to accelerate the process.

28–40: Change is possible but may be difficult, especially if you have low scores in the first seven readiness dimensions. Bring those up to speed before attempting to implement large-scale change.

17–27: Implementing change will be virtually impossible without a precipitating catastrophe. Focus instead on (1) building change readiness in the dimensions above and (2) effecting change through skunkworks or pilot programmes separate from the organisation at large. 

After completing your total score, compare and discuss your response with those of your collegues.

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Category Sponsorship Leadership The sponsor of change is not necessarily its day-to-day leader; he or she is the visionary, chief cheerleader, and bill payer - the person with the power to help the team change when it meets resistance. Give three points - change will be easier if sponsorship comes at a senior level; for example, CEO, COO, or the head of an autonomous business unit. Weakest sponsors: mid-level executives or staff officers. This means the day-to-day leadership - the people who call the meeting, set the goals, work till midnight. Successful change is more likely if leadership is high-level, has 'ownership' (that is, direct responsibility for what's to be changed) and has clear business results in mind. Low-level leadership, or leadership that is not well connected throughout the organisation (across departments) or that comes from the staff, is less likely to succeed and should be scored low. Score L