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| Date post: | 08-May-2015 |
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Business |
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Introduction
• As an experienced change management professional, I coach senior managers in how to define, plan and manage transformational change initiatives. A consistent theme in my coaching sessions is the lack of awareness of what is happening in the change management profession, common issues, new ideas and examples of success.
To save time searching the internet I have summarized some recent findings. I have explained what I have learnt from each source, so this is a personal view which I hope you will find useful. Thanks for reading and good luck with your change initiatives.
Melanie Franklin
Director, Agile Change Management Limited
http://uk.linkedin.com/in/melaniefranklin1/
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Overview
There are slides covering the following areas:• Strategic execution relies on change management• Importance of project management in effective change
management• Identifying the return on investment from change management
activities• Building the capability for change
These sources of information can be used to create a business case to justify investment in training and development for those sponsoring and leading change and those who fulfill the role of change champion within your organization.
agilechangemanagement.co.uk © 2014
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Strategic execution is the formal term for making change happen! (1)http://www.pmi.org/~/media/PDF/Publications/WhyGoodStrategiesFail_Report_EIU_PMI.ashx
This report is produced by the Economist Intelligence Unit in association with the Project Management Institute (PMI). It provides useful guidance on how organisations view the trigger for change initiatives, which result from the identification of new strategic objectives.
Key statistics:• Of those surveyed (over 500 senior executives), only 46% believed
that their organisations successfully implemented the strategic initiatives
• 65% of those who believe they are good at implementing change have a much stronger financial performance than their peers
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Strategic execution is the formal term for making change happen! (2)It identifies several success factors that make implementation more likely:• Leadership buy-in and support• Good planning• An ability to manage organisational change
The report contains good advice for leaders on leading a structured process that identifies these priorities (project portfolio management) and then letting others get on with their successful delivery, rather than micro managing their execution.
It defines the importance of having sufficient resources allocated to get the work done, rather than spreading resources too thinly over too many initiatives.
Useful quote:“where you have resources allocated really says what you have prioritised”
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Strategic execution is the formal term for making change happen! (3)My key takeaway from this report is the emphasis it places on re-categorising the implementation of strategy as a strategic piece of work and not as an operational task.This is because operational tasks are somehow seen as less important, but 56% of those surveyed said that implementation was seen as operational in their organisations.
Key quote:“Ensuring a tight linkage between strategy development and how that translates operationally is a challenge. But in effective companies they are integrated in a holistic way. When am I doing strategy and when am I implementing is not really the question. People should see these steps as part of a continuum.”
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Importance of project management as a vital element of effective change management (1)
http://www.pmi.org/~/media/PDF/Publications/Enabling-Change-Through-Strategic-Initiatives.ashx
This report is produced by the Project Management Institute (PMI) so it written from the perspective of ensuring that as part of your change initiative, your organisation has a well worked out approach to managing projects and programmes.
Useful quote:“all strategic change in organisations is delivered through programs and projects and successful organisations lead change by managing their projects and programs effectively”
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Importance of project management as a vital element of effective change management (2)My key takeaway from this report is the need to develop a change plan that has a combination of structural processes and social processes to implement and embed change:• Structural processes – these establish and reinforce the
behaviours and ways of working needed in the changed environment and include creation of the organisation structure and roles and responsibilities that underpin the change and performance metrics and incentives that define the levels to be attained in these new behaviours.
• Social processes – these engage people in the purpose and outcome of the change, provide a wide variety of opportunities for them to participate in the change and give them the support needed to understand and accept how the change affects them.
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Identifying the return on investment from change management activities (1)http://www.pwc.com/en_US/us/people-management/publications/assets/pwc-change-trifecta.pdf
This report is produced by the PWC and examines the difficulties of measuring the contribution that change management activities make to successful business transformation initiatives.
The main point of this report is to drive home the message that the quality of change management activities is directly linked to the achievement of the objectives of change initiatives, which lead to the realisation of benefits which lead to a return on investment.
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Identifying the return on investment from change management activities (2)The report suggests four approaches to measuring the contribution of change management:1. Measuring the relative contribution of change management to
project ROI – best practice change factors for managing change support the achievement of project objectives
2. Retrospectives of similar changes to identify common investment criteria – uses the experience of others to shape the change activities but this only works when there is a track record of successful change
3. Portfolio of change programmes and management systems tailored to your organisation – creates a dashboard of measures that gets everyone involved in tracking of progress
4. Organisational readiness measures – where change is seen as ongoing so measures relate to how much capacity and skilled resource are available for change in your organisation
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Identifying the return on investment from change management activities (3)This is an in-depth report with a lot of good ideas in it. My key takeaway is that measuring the contribution of different change activities can help leaders repeat their success.For each new change initiative, a leader who has measured the contribution of change in a previous initiative has the confidence to know when benefits are likely to be realised from which activities, and what factors to measure to prove this is the case.For me, this link between measuring ROI of change management and increasing leadership confidence in managing change is a compelling argument, because leadership capability for change is itself an essential element of successful change.
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Building the capability for change (1)
http://www.accenture.com/SiteCollectionDocuments/PDF/Accenture_Outlook_Change_Capable_Organization.pdf
This report is produced by the Accenture and is a really useful practical guide. It gives lots of examples for how to develop greater capability for managing change within your organisation.
Key statistics:• Of the 674 executives surveyed, 50% did not believe their
culture is adaptive enough to respond positively to change• Only 10% felt their HR and training functions were well
prepared to help build the capability for change
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Building the capability for change (2)
The report identified 4 elements of change capability:1. Establish an enterprise wide change network – a balance
of centralised expertise with distributed competence and awareness across the organisation
2. Develop broader change competencies – create an academy to develop change skills at every level of the organisation
3. Create effective change leaders – ensure leaders are confident in their ability to communicate change, encourage feedback and incorporate it into the change
4. Asses change fitness – track complex issues including the pace of change people are experiencing and the factors which demonstrate how they are coping
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Building the capability for change (3)
I think this report, even though it was written in 2010 is a very useful reminder of the importance of developing peoples ability to prepare for and cope with change.
My main takeaway was the reminder that capability for change must not be an after thought. When a new strategy is being defined or a new product or service is being launched, the leadership and staff development need to create new ways of working must be planned and resourced, just like any other aspect of the implementation.
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Keep in touch
www.agilechangemanagement.co.uk
http://uk.linkedin.com/in/melaniefranklin1/
AgileCM
@AgileMelanie
