Thursday, April 14, 2016

“CIO Master” Tuning VI: Three Steps in Change Management Scenario

Change Management can become more successful with people at the core of change, the cause of changes, and the purpose of change.


IT is like the business engine, CIOs are accountable for critical part of the business that is constantly changing and evolving, so digital CIOs should not only match the pace with the changes in technology, the pace at which the organization can effectively manage these changes, but also proactively drive changes in business transformation. CIOs as change agents: What’re your logical steps in Change Management scenario?


Psychology readiness behind the changes: The CIO as a change agent not only touches his/her own function but also needs to make an influence on an entire organization and business ecosystem. The people that make up the organization must see a compelling need to change from risky practices, obsolete ideas, processes and do so proactively before issues materialize. It also helps when people believe things will improve by changing, innovating, upgrading, etc. The logical first step is to read the psychology behind the change in order to deal with change inertia. The fear of change is common and rational. People do feel very uncomfortable and vulnerable in the face of "uncertainty" (their perception at any moment in time).  It would do good for change practitioners to have a reasonably good understanding of neuroscience; since it does help to understand people's responses to change. People respond in different ways to different situations, and some people perceive less risk when compared with others. The fear of consequences; the perception / response to consequences vary from person to person, and that's what makes change interesting and challenging. Hence, change practitioners need to have good critical thinking skills, high level of adaptability, communication and engagement skills. Change is a dance between the top management and the affected parts of the organization. Starting with a core belief that people can be trusted, they like to change, but dislike “being changed."


Empowering change agents is critical to real change: Change is driven by a combination of the “pull” of the leadership and the “push” of the self-managed teams, the effective communication and deep engagement around change. There will be bumps and roadblocks along the way, mainly they are those anti-digital mindsets, such as silo thinking (refuse to have cross-functional collaboration); polar thinking (we are right, they are wrong); non-critical thinking (reflexive, not reflective), stereotypical ('looks' like leader, not think as a leader), small thinking (locally right, globally wrong) or simply those 'resistance to change' mind. Hence, it’s critical to empower change agents, give workgroups the authority to make changes to their work process and accept responsibility for decisions related to their actions. Change agents are people who have the organizational knowledge, have built relationships, and have established their credibility. Because of their insider know-how, they will be the ones to see the need for change, often first to realize the threats and appreciate the opportunities, and have the passion for making things happen. They know that satisfied customers are the foundation for building the enterprise’s reputation. At the same time, the change agent needs to build meaningful relation until you begin to look inside self to value the strength you never knew you had. To achieve desired change, an organization must create an environment that enables effective collaboration, share & promote ideas, and provide necessary incentives for employees. Change should be viewed as an opportunity, and Change Management needs to be people centric, not just manage a single project, but focus on building change as an important business capability.


Change Management Assessment and measurement: Dysfunctions and inefficiencies are easier to uncover if there is a good measurement system is in place. A change manager also needs to assess and evaluate every specific scenario to create the change program success. Ultimately the success of the change program is measured by results that are important values to the organization - and the cultural adoption of these goals is part of that measure. If these values have not been clearly identified at the outset, you cannot get the true alignment of your organization and all working toward the same goals and outcomes, you lack clarity and purpose of direction for changes. From a finance perspective, the better the quality of change management program, the more anticipated benefits, and deliverables will be achieved. Change leaders and managers can also leverage balance scorecard in measuring the outcome of the change. How do you measure these in a meaningful way? Perhaps the answer lies in using a range of different tools rather than relying on a single method. That metric needs to be SMART, so people can see what the outcome will look like throughout their transition. Measurements are in place for projects and services, create an open culture of curiosity that measurements are for improvement, not just for performance management.

People are always at the center of change. Change Management can become more successful with people at the core of change, the cause of changes, and the purpose of change. By cultivating people with a growth mindset and instill them with the "why" and "know-how" of the change initiatives, companies can take the logical step in Change Management scenario, and will see a more successful change implementation, measure, follow up, and sustaining power.






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