Positive Change

Positive change

Have you implemented change which has not delivered the expected value? Started with good enthusiasm only to lose your way during the process? Typically hit and miss when trying to embed business systems and processes into your operations? Experienced loss of life or financial loss due to change implemented without appropriate consideration? We can develop and deliver an effective (1) Change Management Process (Technical or Process) for your business or assist with (2) Managing the change for key initiatives in your business.

Methodology

Prepare

We plan the change (assessing change readiness).

Deliver

Deliver the change (applying specific proven change models).

Reinforce

Reinforce the change to ensure the improvement is sustained.

A

D

K

A

R

Communicate Awareness of the need for change, creating a desire to support the change.

Create a Desire to support and participate in the change. By communicating whats in it for me. WIIFM

Build the Knowledge of how to change through coaching and training.

Enable people by creating the  Ability to implement required skills and behaviours supported by coaches.

Reinforcing the change to sustain performance by building routines to deliver.

What we look for

We are not performing as well as we could.

Measure what?

We dont have a clear vision or we do not know how to get to our vision.

Objectives

Deliverables

Diagnostics

  • Assessing the impact of the change.
  • Assessing the readiness and capability to undertake the change.
  • Evaluate communication effectiveness to ensure effective communication regarding the change objectives.
  • Project Business Case developed and approved.
  • Change Impact Assessment results.
  • Project and Change Management Team appointed.
  • Craft Project Plan developed with Change Plan overlay.

Analysis and Development

  • Ensure strong engagement for the change exists with the key stakeholders.
  • Build knowledge and capability to ensure the change is effectively implemented and can be sustained.
  • Prepare the organisation to understand: What is the project, Why we are changing, What we are changing, Who will be changing.
  • Leaders in the organisation visibly support the change.
  • Approved Project Plan and Change Plan.
  • Project Team trained in Change Management requirements i.e. communication process, business influence.
  • Implementation started.
  • Initial readiness assessment opportunities addressed.

Deployment and Sustainability

  • Introduce targets to monitor the change implementation effectiveness
  • Collect and analyse post implementation feedback
  • Diagnose gaps, identify resistance and develop a counter strategy
  • Implement corrective actions and celebrate successes.
  • Expected change results achieved
  • Process discipline measure indicates sustainable implementation being achieved.

ANALYTICAL TOOLS

Management of Change for key initiatives

The effective design and deployment of change endeavours are not easy and it can have the potential to create uncertainty and disruption for your businesses. One thing we understand with respect to change is that there is no Silver Bullet approach, there are certain principles that we advocate to underpin effective change strategies, however, the businesses need to be prepared to invest resources and time and allow the strategy to deliver results rather than going for quick wins.

Our approach is to understand your people and business processes, working through a structured change management process (PDR – Plan the change, Deliver the change and Reinforce the change), involving the right people at the right time. For a well-defined business case our change approach will ensure the:

  • Objectives are met.
  • Projects finishes on time and within budget.
  • That the desired return on Investment is achieved.

Process has 3 primary objectives:

Increase the readiness for change.

Increase the speed and effectiveness of the change to minimise business disruption.

Enable the change to be sustained.

Our change management framework

Regardless of the size of the change we believe that there needs to be a structured framework to manage and guide the change. Our approach is an integrated systems approach, uses proven change tools approach and is based on the change management principles developed by Jon Kotter:

Have a Clear Vision and Deployment Plan – ensure there is good clarity regarding the end game and how you intend to achieve this.

Leadership Engagement – leaders lead the change – they must understand the change and be able to tell the change story – leaders also must be seen as keen change enables and address potential barriers or issues.

Stakeholder Engagement – all parties who are likely to be impacted by the change need to have a clear picture of the change and what the impact will be – they also need to understand what their role will be going forward to ensure the change is sustained. We need to ensure that accountable people have some skin in the game as far as involvement in the change process.

Aligning the Business – if there is a requirement for alignment of business processes, work standards or behaviours then this needs to be built into the change strategy and accountable parties identified to address this work.

Organisational Capability – we need to ensure that the business is set up structurally and has the required internal capability to address any future change requirements.

Change Deployment Plan – ensure that there is a deployment plan created that highlights key activities, milestones and accountability – the deployment plan needs to reflect the activities highlighted in this framework section.

Sustain the Change – we need to design a tracking process that highlights change targets and audit milestones to ensure that the change is sustained within the business.

Our change approach is designed to work with businesses to ensure any change is managed in a practical and sensible manner that will have the best chance of sustained success. Our experience suggests that unless the above change enablers are incorporated into the change strategy the result is likely to mean another strategy with good intent but little change where the rubber hits the road.