Achieving Agile and Transformative Change Efforts in Capital Project Organizations

Successful capital project organizations need to have a high degree of agility to anticipate and initiate change efforts with a transformative impact on strategy, structure, people, and culture. One question arises that contributes to organizational science: What makes an organization's response to change agile and its impact transformative? This study proposes a self-assessment "change response-impact (CRI) matrix" that allows decision-makers to map their change efforts across two variables: "change response" and "change impact." Through a survey distributed to the capital projects industry, data was collected on 60 change practices to identify the most critical and most challenging practices of each quadrant of the matrix. This paper focuses on exploring the change practices of the upper-right quadrant of the matrix, that is, for organizations with a high degree of agility and going through a transformative impact. Findings of this study can guide practitioners and researchers as they navigate successful organizational change efforts.