As managing change amid recession continues to dominate the corporate agenda, new research exposes the depth of the corporate divide when it comes to companies' ability to be innovative and agile in the tough economic climate

A new research report from Roffey Park, one of the UK’s leading executive education and research institutes, finds a link or correlation between the way organisations manage change and their financial and strategic success. More successful organisations allow client need, efficiency and quality to drive change as opposed to simply cost and are better able to deliver change fast and effectively.

The annual Management Agenda – a survey of over 900 managers – throws into sharp focus the way in which companies that are underperforming financially have responded to the recession in the last 12 months. The survey finds:

• 56% of underperforming organisations are focusing on core business compared with 45% of outperforming organisations
• 30% of underperforming organisations have worked in partnerships compared with 49% of outperforming organisations
• 23% of underperforming organisations are investing in leadership development compared with 49% of outperforming organisations
• 25% of underperforming organisations are investing in sustainability compared with 49% of outperforming organisations
• 7% of underperforming organisations have been very successful at delivering their strategic plan, compared to
• 62% of outperforming organisations

Jo Hennessy, Director of Research at Roffey Park, says: “The relationship between change management and performance suggests organisations should pay more attention to both the drivers and process of change to maximise performance. Organisations should avoid change that is driven by internal politics or driven solely by cost and focus on changes driven by customer needs.

“The relationship between change management and performance suggests organisations should pay more attention to the strategies that they adopt at this time. Organisations should avoid strategies simply driven by short term cost savings - battening down the hatches in the face of the current storm.  Organisations seem to be better served by continuing to innovate and looking for new market opportunities.

"With the pace of change accelerating, success depends on leaders making sound decisions and implementing change quickly. Organisations with good leadership tend to be more strategically and financially successful -  by identifying and investing in high quality leadership organisations will be able to drive performance."

Notes to editors:

For further information, contact Fiona Leslie, Emma Price or Margaret Kubicek: fiona@communicationsmanagement.co.uk or emma@communicationsmanagement.co.uk or margaret@communicationsmanagement.co.uk / 01727 850 761

Roffey Park: with 60 years experience, Roffey Park is one of the UK’s longest established executive education and research providers. From its inception in 1946, Roffey Park’s ethos has remained consistent: to work with organisations and their people to create a more enlightened way of working.  Its commitment to do so, plus its research and work in the private, public and not-for-profit sectors, has enabled Roffey Park to be recognised as a leading authority in its areas of specialism: leadership, people management, personal effectiveness, human resources and organisational development. The institute’s services include bespoke development training and consultancy, courses and qualification programmes for individuals and a wide range of conferences and seminars.