Change Management - A Way To Make It Work And Deliver The Advantages
The western world-view of business can be somewhat simplistically summarised by the
"three P's" - process, individuals and pounds sterling - a business climate where the "bottom line" is delivered by method - worked by people.
The ancient project approach to alter management sees it as a group of tasks that if executed successfully get a result. In different words the standard method led approach that has failed thus consistently and so spectacularly over the past 20 years!
Frequently the motive force for initiating amendment is monetary - and processes are designed and put in place to deliver the money benefit. But, 70% of the time it simply does not work!
Processes that employment for people
However, in my read, process is just about people doing stuff - therefore ultimately it's all about people - and processes that work for people.
We have a tendency to are now living through a state of affairs of unprecedented amendment where several of the accepted paradigms are shifting. So a timely approach to managing change and achieving a successful programme implementation is [in my view] one that focuses larger attention on people.
five key success factors
Here are the key factors that can verify the success of your initiative:
(1) Determining that you're embarking on a step amendment that sits outside of business as usual and wants to be handled as a selected step-amendment initiative
(two) The standard of leadership that you provide
(three) Using a programme management based mostly approach to your step change initiative
(four) The thoroughness of your pre-programme review and planning process
(five) The extent to that you determine and address the cultural change in your organisation that's needed to deliver the step amendment and the specified business benefit.
Micro-managing the set up of a step amendment initiative
In my work as change management specialist, I deliberately pay a heap of attention to the detail and process of successful strategies for managing change. I feel in micro-managing the set of a step change initiative with a big front-finish commitment of senior management time. It's worth it as a result of if you're thinking that it throughout properly - and set it all up properly - you get the come on investment of that point in realised benefits.
Clearly the one biggest reason for the astonishingly high 70% failure rate has been the over-stress on project process rather than the folks aspects - the failure to take full account of the impact of change on those people who are most impacted by it. Closely allied to that reason is the lack of method to directly address the human aspects of change.