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Change Management Best Practices
| Guest post by: Jesse Hopps |
Article Overview: Organizational change provides the opportunity for organizations to build more focused, disciplined, and mature businesses. This opportunity comes with significant financial risk if changes are not planned and managed proactively. Change management is primarily concerned with how to understand, engage, respond, and communicate with PEOPLE. A solid vision, senior management sponsorship, and having the right people in the right roles, are the key success factors for implementing a successful change management campaign. Use our Change Management Readiness Assessment to measure your readiness for a major organizational change.
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Change Management Best Practices
Change Management Best Practices
Organizational change provides the opportunity for organizations to build more focused, disciplined, and mature businesses. This opportunity comes with significant financial risk if changes are not planned and managed proactively.
Change management is primarily concerned with how to understand, engage, respond, and communicate with PEOPLE. A solid vision, senior management sponsorship, and having the right people in the right roles, are the key success factors for implementing a successful change management campaign. Use our Change Management Readiness Assessment to measure your readiness for a major organizational change.
There are four key types of organizational change:
1. Process Change– these focus on how workflows are managed with an effort to streamline business processes to increase efficiencies, reduce costs, and improve quality. For example, changing accounting systems and processes.
2. Structural Change– these focus on changing organizational structures such as reporting relationships, mergers & acquisitions, and centralization initiatives. Normally, these changes are top-down and geared to improve the overall financial performance of a business.
3. Cost Containment– these changes are focused on eliminating any costs that are not essential for operation. Typically, cost containment initiatives are the result of a tight economy for a particular industry or poor sales results.
4. Cultural Change– as organizations move from a product-centric business to a customer-centric enterprise, changes to organizational norms and attitudes must be made.
2. Structural Change– these focus on changing organizational structures such as reporting relationships, mergers & acquisitions, and centralization initiatives. Normally, these changes are top-down and geared to improve the overall financial performance of a business.
3. Cost Containment– these changes are focused on eliminating any costs that are not essential for operation. Typically, cost containment initiatives are the result of a tight economy for a particular industry or poor sales results.
4. Cultural Change– as organizations move from a product-centric business to a customer-centric enterprise, changes to organizational norms and attitudes must be made.
Use our Change Management Readiness Assessment to ensure you are prepared for change. Before embarking on a major change initiative, ensure your organization has considered these key requirements:
· Senior Management Sponsorship– it is essential that a senior leader who is capable of communicating the strategic vision for the change has accepted responsibility for the effort. This leader must have access to all critical stakeholders, and have solid project management skills. Use our Stakeholder Analysis Matrix to evaluate key stakeholders willingness to change.
· Educated and Engaged Employees– employees must: understand why the change needs to occur; be involved in the planning & implementation of the change; be capable of participating in the change effort; and help others adapt.
· Alignment of Business & Personal Objectives– it is critical that you positively reinforce the change by aligning business objectives with personal objectives for each employees, manager, and senior executive. For example, link performance reviews and bonus structures to metrics associated with the goals & objectives of the new programs.
· Educated and Engaged Employees– employees must: understand why the change needs to occur; be involved in the planning & implementation of the change; be capable of participating in the change effort; and help others adapt.
· Alignment of Business & Personal Objectives– it is critical that you positively reinforce the change by aligning business objectives with personal objectives for each employees, manager, and senior executive. For example, link performance reviews and bonus structures to metrics associated with the goals & objectives of the new programs.
Ensuring that your change effort is aligned with the overall business strategy, links directly to employee career objectives, and is managed by a senior sponsor, will provide a solid foundation for implementing successful programs. Use our Stakeholder Analysis Matrix to evaluate key stakeholders willingness to change.
It is safe to assume that the majority of your staff will NOT be evangelists of the proposed change. In most cases, senior management view change as an opportunity for the organization and for themselves. Conversely, change is often seen as disruptive, unnecessary, and frightening for employees.
Research indicates that less than 20% of your employees will immediately recognize the need and value of the change, 50% will be sit on the fence, and around 30% will not initially be supportive of the change.
Similar to government politics, your goal is to leverage the supportive 20% to influence the 50% majority, while minimizing the influence of the 30% who are likely to never agree with the change.
Following are a few tips from Cynthia Scott and Dennis Jaffe who are regarded as experts in the change management field:
· Have a Good Reason for the Change
· Involve People in the Change
· Put a Respected Person in Charge of the Process
· Create Transition Management Teams
· Provide Training in New Values & Behavior
· Bring in Help from Outside if Necessary
· Establish Symbols of Change
· Acknowledge & Reward People
Change Management Best Practices
· Involve People in the Change
· Put a Respected Person in Charge of the Process
· Create Transition Management Teams
· Provide Training in New Values & Behavior
· Bring in Help from Outside if Necessary
· Establish Symbols of Change
· Acknowledge & Reward People
1. Establish the Need for Change– build momentum and urgency for the change by examining market conditions and competitive forces. Identify risks, potential crises, and opportunities for adapting the organization to the situation. Use our Change Management Readiness Assessment to examine your organizations readiness for change.
2. Work from a Steering Committee– create a cross-functional steering committee that has the power to invoke the changes that need to be made. This inter-departmental team must quickly gel and check their egos at the door.
2. Work from a Steering Committee– create a cross-functional steering committee that has the power to invoke the changes that need to be made. This inter-departmental team must quickly gel and check their egos at the door.
3. Develop a Vision & Strategy– use a project plan to articulate how the change will be managed. Communicate the vision of the goal-state, and devise strategies to accomplish the desired outcomes and objectives.
4. Reinforce the Change Vision– use all channels to communicate the vision. Create signs, slogans, and team charters. Communicate updates on your intranet, via email, and during staff meetings on a regular basis.
5. Empower your Employees– clear any obstacles to achieving the vision; change structures or systems that obstruct the required change; encourage risk-taking and non-traditional ideas, activities, and actions.
6. Generate Short-Term Wins– plan and monitor visible improvements in performance (.wins.). When small achievements are made, recognize your employees in front of their colleagues and peers.
7. Consolidate Gains & Produce More Change– use increased credibility from short-term wins to change all systems, policies, and structures that don’t fit with the transformational vision. Hire, promote, and develop people who are agents of positive change. Reinvigorate the change program with new projects, themes, and change agents.
8. Anchor New Approaches in the Culture– improve performance by adopting a more customer-centric, and productivity-oriented behavior. Articulate connections between new behaviors and organizational success. Develop effective leadership and succession processes.
4. Reinforce the Change Vision– use all channels to communicate the vision. Create signs, slogans, and team charters. Communicate updates on your intranet, via email, and during staff meetings on a regular basis.
5. Empower your Employees– clear any obstacles to achieving the vision; change structures or systems that obstruct the required change; encourage risk-taking and non-traditional ideas, activities, and actions.
6. Generate Short-Term Wins– plan and monitor visible improvements in performance (.wins.). When small achievements are made, recognize your employees in front of their colleagues and peers.
7. Consolidate Gains & Produce More Change– use increased credibility from short-term wins to change all systems, policies, and structures that don’t fit with the transformational vision. Hire, promote, and develop people who are agents of positive change. Reinvigorate the change program with new projects, themes, and change agents.
8. Anchor New Approaches in the Culture– improve performance by adopting a more customer-centric, and productivity-oriented behavior. Articulate connections between new behaviors and organizational success. Develop effective leadership and succession processes.
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Article Tags: best practices, change management, key success factors, management sponsorship, mature businesses, organizational change, readiness assessment, senior management
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- Hi everyone,
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HRP is a Human Capital consulting firm with 30 years of experience that becomes an extension of your company by providing a full array of services to help you create a highly engaged workforce focused on achieving strategic results in order to build a long lasting great company!
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Re: Spellcheck?
- [quote="TheAnonymousMan":2f894q6j]When discussing the majority of people I would definitely say that most people hit the "Change" or "Ignore" button without thinking too much about the correct spelling of a word. All bosses are concerned about is getting the report to the Directors meeting on time.[/quote:2f894q6j]
That probably depends on what the "majority" are trying to accomplish. I have word set to alert me about misspellings and grammatical problems, so I fix most as I go. But I also add names etc to the dictionary because I get tired of seeing the red and green squiggles when I know the info is right.
If you're only going to click "Change" or "Ignore" then why bother to take the time to use spell check????? Business people that I work for want the info compiled in a timely manner and they want it right - which is fine because that's the way I strive to do any project. Sending out a memo, letter, report etc with obvious spelling and grammatical mistakes makes the person and the company look bad as far as I'm concerned.
Shri
Re: what position to request?
- What do you think of:
Executive Manager?
Director of Product Management?
I am not interested in working as a freelancer. As I mentioned, the purpose of what I am doing is to get involved into a startup that may become successful in the future. This is a situation when a group of people get together to launch something promising and invest into this their time and energy and even may be money.
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