Either Step Forward or Leapfrogging, the Pace of Change is Changed.
Organizational change has
three dimensions: (1) what's to be changed (2) what's to be left alone and (3)
Understanding the goals of change is just as important as change itself.
However, more than 75% of change effort has not reached expectation, is it due
to lack of strategy, or fail to execute smoothly? When scoping a change
project, what are the top questions you should ask? Should a series of well
framed questions help make change management more as science than art, and
increase the success rate?
1. The Drivers to Change
1) What are the
business drivers? What are the imperatives that are driving the proposed
change commercially, economically, politically, managerially, operationally,
environmentally and ethically?
2) Why do you
need change?
a. Market/industry shifts force us to change now.
b. We are taking a calculated strategic gamble on something new for us.
c. We're undergoing an organizational shift / post-merger / new organizational structure
a. Market/industry shifts force us to change now.
b. We are taking a calculated strategic gamble on something new for us.
c. We're undergoing an organizational shift / post-merger / new organizational structure
3)
Which following level of organizational
change are you scoping?
a. Adjusting to continuous, normal variation
(general strategy is establishment of robust business/production
processes.)
b. Continuous Process Improvement (aimed and perfection of an existing system. This is the traditional realm of TQM)
c. Business Process Re-engineering (used when a business process has been pretty well optimized, and advances in technology, processes, fundamental principles, or other practices allow a leap, rather than a step change. This is the realm of BPM.)
d. Organizational Transformation (this gets into the realm of culture change, realignment of rewards and recognition systems to support just a new business process, but whole interrelated sets of processes. Organization Vision, Values and Guiding Principles are fundamentally changed/updated, often under new leadership. This is the realm of OT)
e. Organizational Reinvention (a company moves from being a manufacturer to a service provider, a company is bought and its operations are subsumed, etc. This is the realm of "turn-around gurus", mergers and acquisitions managers, etc).
b. Continuous Process Improvement (aimed and perfection of an existing system. This is the traditional realm of TQM)
c. Business Process Re-engineering (used when a business process has been pretty well optimized, and advances in technology, processes, fundamental principles, or other practices allow a leap, rather than a step change. This is the realm of BPM.)
d. Organizational Transformation (this gets into the realm of culture change, realignment of rewards and recognition systems to support just a new business process, but whole interrelated sets of processes. Organization Vision, Values and Guiding Principles are fundamentally changed/updated, often under new leadership. This is the realm of OT)
e. Organizational Reinvention (a company moves from being a manufacturer to a service provider, a company is bought and its operations are subsumed, etc. This is the realm of "turn-around gurus", mergers and acquisitions managers, etc).
2. Expected Outcomes
1) What outcome
are you planning to achieve, what supports this objective and what are you
concerned about risks in this regard?
2) Who is this
for? (Meaning all stakeholders)? What
will "success" look and feel like? How will the proposed
change(s) support the achievement of the organization’s purpose and vision?
3) What is the
current situation? (Meaning the good, the bad, the issues, etc.) ? What is the new situation sought? (Meaning
the goal, the vision, the happy ending)?
4) Questions
about destinations - What is the expected outcome of the proposed
change? What do you want this to do to your bottom-line? Where
should the organization be in xx months/years? If this change project works
perfectly
5) What
solutions have worked for you? What elements of the solution led to the
success? What are the target business and new behavior outcomes? What
would happen if this didn't happen?
3. Strategy
1) What strategy will be utilized and how will it be
measured?
2) What are the boundaries for the change (that is, what's
in, and what's out)?
3) How will you navigate the "change journey”? Who
needs to be engaged, and how?
4) How much pain are you willing to withstand to see
this change through? or more provoking to introspection like, "What pains
(obstacles) do you foresee in the process of change to achieve the outcome you
desire? How do you intend to deal with them?”
5) Shall you set up guidelines in reflecting upon
current practice and highlighting what you should value can save the change
project being a knee jerk reaction to difficulties
6) If you had to pinpoint one thing that might stop it
from happening, what would it be? What's working? What is it that you do
really well?
7) How do you know when the "change
initiative" is done?
a. Financial: better earnings, higher revenues, lower costs, etc. (Longest)
b. Behavioral: employees act differently, decisions made differently, etc.
c. Procedural: new policies, new protocols, new SOPs, new staff, etc. (Shortest)
a. Financial: better earnings, higher revenues, lower costs, etc. (Longest)
b. Behavioral: employees act differently, decisions made differently, etc.
c. Procedural: new policies, new protocols, new SOPs, new staff, etc. (Shortest)
With clear understanding
upon the driver to changes, well-articulated goals for change efforts, as well
as a comprehensively-defined change strategy, organizations can master the
change management, and become more adapt to the rapidly change environment.
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