If you make change part of your operation routine and your DNA - and then change becomes easier to deal with, and even become an ongoing core business capability.
Change is inevitable and needed in every business. But organizational Change Management is always challenging with a high percentage of failure rate. The successful businesses are the ones that have learned how to implement change time after time, and build it as a solid ongoing business capability. Change Management requires a well-defined strategy with comprehensive change agenda as well. Is there any ideal route for the change, and how to improve the success rate of Change Management and improve overall Change Management maturity?
Assess important business factors in Change Management: Because Change Management is an overarching management discipline which needs to weave many key business factors into a Change Management playbook. A quick Change Management maturity assessment include:
-Business culture: It relates to organizational vision and mission, it could be the very reason for changes, or the biggest barrier to change success. Generally speaking, change can be driven more smoothly with a high effective business culture.
-Leadership: Change the game is a mindset, transformational leaders and change managers can provide the direction as a vision to changes, as well as leadership skills like decision-making, delegation, and monitoring.
-Processes: Change Management processes evaluation is important because process management is an important aspect of change capability building, but the process of "planned Change Management" shouldn’t be too rigid or overly prescribed. Because change is dynamic and Change Management is an ongoing business capability.
-Monitoring and measuring: How do you design metrics to measure what changes and how these changes are measured? What are the relevant metrics and how can they be quantified and validated?
There are many business culture requirements call out for the standards: How can you change without planning? When you have a comprehensive change agenda, why would you not monitor and measure its effectiveness in achieving your Change Management objectives? Change Management process must be open to new insights that should come from the persons involved in the program. Give yourself an opportunity to build on others know-how your own approach and vision about Change Management. The truth will come out of the box. There are reports covering both Change Management process and measuring the value of ideas.
Make the change management process as visible, company-wide, as possible, but not too rigid: A charter makes sense only for a company that is relatively new to the Change Management process and that has no established "structure" or "culture" yet. However, this represents a solid majority of existing companies. Immediately engage folks who stop and look, and invite any feedback. Let them know their feedback is valued and how. Think of other ways to include "outsiders" as "Change Management-excitement participants." Continue tuning the change management processes for increasing agility and flexibility.
There are both promises and perils in Change Management. The promises of effective changes often lead the organization to the next level of business agility and maturity. The perils of Change Management wastes a lot of resources and cause a lot of pains. There are many reasons to cause Change Management failure. Change can not be just another thing that needs to be accomplished. It has to be woven into communication, process, and action of the organization. In today's over-complex work environment, change is happening at a more rapid pace. If you make change part of your operation routine and your DNA - and then change becomes easier to deal with, and even become an ongoing core business capability.