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Benefits of Change Management - Are There Any? By Stephen Warrilow Platinum Quality Author
Written by: Stephen WarrilowArticle Overview: Are there actually any real tangible benefits of change management? Are there any strategies for managing change that can identify and deliver the benefits of change management?
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Benefits of Change Management - Are There Any? By Stephen Warrilow Platinum Quality Author
Are there actually any real tangible benefits of
change management? Are there any strategies for managing change that
can identify and deliver the benefits of change management?
In considering any step change initiative - in any organisation, in any sector and any location, we need to be asking and seeking answers to these simple questions:
- How am I going to manage all this so that it happens and I succeed?
- How's it going to be different when I've made the change?
- Why am I doing this - how's it going to benefit me?
- How will I know it's benefited me?
- Who's it going to affect and how will they react?
- What can I do to get them "on side"?
- What steps do I have to take to make the changes and get the benefit?
- What are the risks and issues that I'll have to face?
As you create a change initiative, if you don't know with pristine clarity how's it going to benefit your organisation - then you are unlikely to realise it.
Sounds obvious, doesn't it? And I really don't mean to sound so pedantic - but you would be surprised but how many times I have asked the question: "How will it benefit you and how will you know it's benefited you?" - and got a vague or general answer along the lines of "we'll be... bigger... better... closer to our customers... reduce our costs... etc"
The management and monitoring of these processes is key to ensuring that you actually do benefit as an organisation from the planned step change and the new capabilities that the change will be delivering.
Benefit management is the activity of identifying, optimising and tracking the expected benefits from a business change initiative to ensure that they are achieved.
Those Benefits identified need to be defined so that the change initiative can monitor and track their progress. The definition is called the "Benefit Profile."
These should be agreed with the managers of the business areas where they will actually be realised. They can then be managed and controlled - as this is of primary importance to the success of the change initiative.
The definition of a Benefit must pass four critical tests:
(1) Description - what precisely is it?
(2) Observation - what differences should be noticeable before and after?
(3) Attribution - where in the future business operations does it arise?
(4) Measurement - how will it be measured?
And the definitions should include the following:
- The description
- How it will be measured
- Projected changes from the current business processes and operations
- Inter-dependencies with other benefits
- Key performance indicators in the business operations now and for the future
- Explicit linkages, wherever possible, between projects and deliverables
- Dependencies on risks and other programmes or projects
- Financial valuations
- When it is expected to occur and over what period of time will realisation take place
So, to summarise - you need to know:
- What each benefit is?
- What differences will be noticeable before and after?
- Exactly where in the future organisation it will arise?
- How will it be measured?
If you don't know - with pristine clarity - the answers to these questions then how on earth is your change initiative going to benefit your organisation?
Related ArticlesIn considering any step change initiative - in any organisation, in any sector and any location, we need to be asking and seeking answers to these simple questions:
- How am I going to manage all this so that it happens and I succeed?
- How's it going to be different when I've made the change?
- Why am I doing this - how's it going to benefit me?
- How will I know it's benefited me?
- Who's it going to affect and how will they react?
- What can I do to get them "on side"?
- What steps do I have to take to make the changes and get the benefit?
- What are the risks and issues that I'll have to face?
As you create a change initiative, if you don't know with pristine clarity how's it going to benefit your organisation - then you are unlikely to realise it.
Sounds obvious, doesn't it? And I really don't mean to sound so pedantic - but you would be surprised but how many times I have asked the question: "How will it benefit you and how will you know it's benefited you?" - and got a vague or general answer along the lines of "we'll be... bigger... better... closer to our customers... reduce our costs... etc"
The management and monitoring of these processes is key to ensuring that you actually do benefit as an organisation from the planned step change and the new capabilities that the change will be delivering.
Benefit management is the activity of identifying, optimising and tracking the expected benefits from a business change initiative to ensure that they are achieved.
Those Benefits identified need to be defined so that the change initiative can monitor and track their progress. The definition is called the "Benefit Profile."
These should be agreed with the managers of the business areas where they will actually be realised. They can then be managed and controlled - as this is of primary importance to the success of the change initiative.
The definition of a Benefit must pass four critical tests:
(1) Description - what precisely is it?
(2) Observation - what differences should be noticeable before and after?
(3) Attribution - where in the future business operations does it arise?
(4) Measurement - how will it be measured?
And the definitions should include the following:
- The description
- How it will be measured
- Projected changes from the current business processes and operations
- Inter-dependencies with other benefits
- Key performance indicators in the business operations now and for the future
- Explicit linkages, wherever possible, between projects and deliverables
- Dependencies on risks and other programmes or projects
- Financial valuations
- When it is expected to occur and over what period of time will realisation take place
So, to summarise - you need to know:
- What each benefit is?
- What differences will be noticeable before and after?
- Exactly where in the future organisation it will arise?
- How will it be measured?
If you don't know - with pristine clarity - the answers to these questions then how on earth is your change initiative going to benefit your organisation?
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About the Author: Stephen Warrilow RSS for Stephen's articles - Visit Stephen's website  Stephen Warrilow, based in Bristol, works with companies across the UK providing specialist support to directors delivery significant change initiatives. Stephen has 25 years cross sector experience with 100+ companies in mid range corporate, larger SME and corporate environments. Click here to visit Stephen's website   Toxic Leadership and Change Management How to Spot it Deal With it and Avoid it Benefits of Change Management Are There Any By Stephen Warrilow Platinum Quality Author KublerRoss How to Deal With the Pain of Change The Change Roller Coaster Define Leadership The Missing Key Success Factor in Change Management Barriers to Effective Communication in Change Management But Do They Feel What You Are Saying |
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- Oops my bad. A mission statement is for employees as well.
Author of "Strategic Management: Concepts and Cases", Fred R. David says "The mission statement answers the question 'What is our business,'" while "the vision statement answers the question 'What do we want to become?'" (60). Furthermore, "A good mission statement reveals an organization's customers; products or services; markets; technology; concern for survival, growth, profitability; philosophy; self-concept; concern for public image; and concern for employees" (73).
Re: VALUE = ROI / Price (Cost) or Opportunty Spent
- [quote="Takuya":ra8u6vda]OK, but what many people do not realize is.... just because the "free offer" is relevant, or we didn't pay money for the message, it still costs our opportunity to be just paying attention to it.
Here is a scenario,
I get a phone call from a stranger who knows nothing about me. Without asking me for a permission, just because their FREE message is relevant to what I do, they assume they're doing me a favor by approaching me with their promotion.[/quote:ra8u6vda]
Hi Takuya,
While I understand your position, I think you're straying off topic from what Andy and I interpret as "giving value first" and asking for nothing in return. If you try to help a potential client by simply offering your related service or products for free, then that's self-serving because you're trying to make the sale. And no one likes cold callers.
A good example of offering value first would be:
-I want to connect with Business Author ABC.
-The next step would be to find out how I could help (and NOT by trying to sell my product or service).
-Let's say I learn that this author wants publicity for his/her new book, so I introduce Business Author ABC to an influential person in the book/publishing industry like Oprah and ask for nothing in return.
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It's as easy as that.
Re: Mission & Vision Statements
- [quote="BuzzAroundBooks":18511jx0]Oops my bad. A mission statement is for employees as well.
Author of "Strategic Management: Concepts and Cases", Fred R. David says "The mission statement answers the question 'What is our business,'" while "the vision statement answers the question 'What do we want to become?'" (60). Furthermore, "A good mission statement reveals an organization's customers; products or services; markets; technology; concern for survival, growth, profitability; philosophy; self-concept; concern for public image; and concern for employees" (73).[/quote:18511jx0]
Often when I'm researching a company, I'll look for their mission statement. Its a great way for an outsider or a potential employee to find out more about the business, to learn their goals and what they offer. As a potential employee, this is an interesting way to see if its a company that you would like to be involved with.
Shri
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