Internal change departments frequently possess a wealth of theoretical expertise, but this is typically not balanced by practical experience.<\/strong>\u00a0They are tasked with identifying opportunity, and they want to achieve big change, but in reality they make small, incremental changes that fail to deliver the required impact. This shortfall in performance may not be their own fault, but rather a consequence of the environment they inhabit. Faced with complex internal politics and a fear of making big decisions, serious change is stifled.<\/p>\nCareer concerns outweigh the motivation to drive big improvements, because change is always accompanied by a degree of risk. Fear eats away at the change process, and the greater the change, the greater the fear when you are accountable for measurable delivery and implementation. So internal change teams often simply don\u2019t have the appetite for fundamental step changes, which means they don\u2019t deliver it.<\/p>\n
Without the confidence to change, your organisation will never achieve a \u2018quantum leap\u2019 performance. But don\u2019t just take our word for it \u2013 watch the below interview with Peter Thomas, MD of a leading Life and Pensions outsource provider to get his perspective on why internal teams don\u2019t deliver change.<\/p>\n