Which is NOT a 'key to success' of an energized change culture?

Question

Options

• AA learning organization in which lessons learned are captured, disseminated and acted upon
• BCollaborative working including adapting the reward and recognition systems to reflect and
• CA Portfolio Office that is appropriately skilled with an agreed mandate
• DRole descriptions clearly link personal objectives with strategic objectives

• A
  5% (2)
• B
  2% (1)
• C
  93% (40)

Explanation

Option C describes a governance and structural element - a Portfolio Office with a mandate - which belongs to portfolio management infrastructure, not the cultural enablers of an energized change environment. Options A, B, and D are all distractors because they directly address the human and behavioral dimensions of culture: A describes organizational learning (capturing and acting on lessons), which drives continuous improvement and adaptability; B addresses collaborative working and aligning reward/recognition to reinforce desired behaviors, which is a classic lever for shaping culture; and D ensures individuals can connect their personal goals to the wider strategy, creating engagement and ownership of change. The Portfolio Office in C may support change, but it is a structural mechanism, not a cultural one.

Memory tip: Think "culture = people + behaviors." If an option sounds like an org chart box or governance body (like an "Office" with a "mandate"), it's probably the odd one out in a question about culture.

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