OUR 8 STEPS FOR AN EFFECTIVE CHANGE MANAGEMENT
Every organization constantly experience change. Whether caused by new technology implementations, process updates, compliance initiatives, reorganization, or customer service improvements, change is constant and necessary for growth and profitability. A consistent change management process will aid in minimizing the impact it has on any organization and its staff.
IDENTIFY WHAT WILL BE IMPROVED
Change occurs to improve a process, a product, or an outcome, it is critical to identify the focus and to clarify goals. This involves identifying the resources and individuals that will facilitate the process and lead the endeavor. Knowing what to improve creates a solid foundation for clarity, ease, and successful implementation.
PRESENT A SOLID BUSINESS CASE TO STAKEHOLDERS
We identify layers of stakeholders that include upper management who both direct and finance the endeavor, champions of the process, and those who are directly charged with instituting the new normal. All have different expectations and experiences and there must be a high level of “buy-in” from across the spectrum. The process of onboarding the different constituents varies with each change framework, but all provide plans that call for the time, patience, and communication.
PLAN FOR THE CHANGE
This is the “roadmap” that identifies the beginning, the route to be taken, and the destination. We integrate resources to be leveraged, the scope or objective, and costs into the plan. A critical element of planning is providing a multi-step process rather than sudden, unplanned “sweeping” changes. This involves outlining the project with clear steps with measurable targets, incentives, measurements, and analysis. We practice patience throughout this process and avoid shortcuts.
PROVIDE RESOURCES AND USE DATA FOR EVALUATION
As part of the planning process, resource identification and funding are crucial elements. These can include infrastructure, equipment, and software systems. We consider and provide the tools needed for re-education, retraining, and rethinking priorities and practices. The clarity of clear reporting on progress allows for better communication, proper and timely distribution of incentives, and measuring successes and milestones.
We consider this as the “golden thread” that runs through the entire practice of change management. Identifying, planning, onboarding, and executing a good change management plan is dependent on good communication. There are psychological and sociological realities inherent in group cultures. The method advocates transparency and two-way communication structures that provide avenues to vent frustrations, applaud what is working, and seamlessly change what doesn’t work.
MONITOR AND MANAGE RESISTANCE, DEPENDENCIES, AND BUDGETING RISKS
Resistance is a very normal part of change management, but it can threaten the success of a project. Most resistance occurs due to a fear of the unknown. It also occurs because there is a fair amount of risk associated with change – the risk of impacting dependencies, return on investment risks, and risks associated with allocating budget to something new. We anticipate and prepare for resistance by arming leadership with tools to manage it and aid in a smooth change lifecycle.
Recognizing milestone achievements is an essential part of any project. When managing a change through its lifecycle, it’s important to recognize the success of teams and individuals involved. This helps in the adoption of both change management process as well as adoption of the change itself.
REVIEW, REVISE AND CONTINUOUSLY IMPROVE
As much as change is difficult and even painful, it is also an ongoing process. Our change management strategies are commonly adjusted throughout a project. Like communication, this is woven through all our steps to identify and remove roadblocks. And, like the need for resources and data, this process is only as good as the commitment to measurement and analysis.