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Making
Changes
“Nobody can go back
and start a new beginning, but anyone can start today and
make a new ending.”
Maria Robinson, Author
I have
been contemplating many issues around change. The last two years
have seen unprecedented levels of change and somehow things
are going to continue to change just as rapidly. The are tsunamis
of change taking place.
- Climate Change
- Business Ethics
- Role of Governments -
regulation vs. deregulation
- Global politics - rise
of China and India, the Middle East
- Poverty in developing
countries - fairtrade movement
In my own life, there are
changes - we may be moving home and leaving the village we live
in. My oldest son will be able to learn to drive in 6 months
and is studying hard for his GCSEs. Our 18 month-old is about
to talk, climbs stairs and is changing daily. The work I do
is changing - there is less work around. It's all about making
changes.
So for this newsletter -
my first of the new year, I thought I would focus on making
changes.
Getting
it Right - The Fundamentals of being a change agent
A long while ago I developed
a toolkit for change agents, and in the last week or so, I have
updated this. I came across the following checklist for change
agents. I hope this helps you with the changes that you face:
The fundamentals of change
agency require constant vigilance on some key factors:
Be Outcomes Focus
- change wants evidence of results
- What is that you are
trying to achieve - how will this benefit the organisation?
- What would success look
like when you have achieved the change?
- What are the key things
that have to be done to achieve this success?
- Focus on the senior team
- they need to actively lead the change and be visible; are
they?
Perception of the Change
Ok, now you have answered these questions, honestly ask yourself:
- How is the change perceived
in the organisation?
- What are the levels
of commitment like categorised by Leaders, Middle Managers
and Front-line?
- How can you move these
groups to being motivated to make the change?
- What work streams may
be needed to achieve the envisaged outcomes/success measures?
- Use the McKinsey 7S
Framework to think through the areas requiring activity.
It's about change - often
of values and behaviours
- Remember the shared
values element of the 7S Framework. What values, behaviours,
and/or ways of working are critical to the change?
- How is the top team
modelling these?
- What needs to be done
to get these understood and part of the DNA of the organisation?
- What changes do you
need to model to symbolise what needs to be done differently?
Don't
throw the baby out…
- What exists that supports
the change the organisation is seeking?
- What evidence do you
have good practices in the organisation
- Can it be used as a
platform?
- How will the story be
captured to ensure the knowledge gained through the change
is not lost?
Prepare, prepare…
- How are you going to
organise the change?
- How are you going to
prepare those impacted by the change?
- What is the human plan
and how well does it support the tactical plan?
- Communication is the
essential an ingredient/tool for making changes happen.
The best laid schemes
o' mice an' men, Gang aft agley (from "To a Mouse" by Robbie
Burns)
- Are there completing
plans/changes taking place in an organisation?
- How is this to be resolved?
" How are you going to measure progress?
- What structures will
be in place - (Programme Board, Programme Team, etc,)
Now you can get on and write
the PID/Gantt Chart etc...
If you require experienced change agents/managers, we have
experts available immediately. Give us a call on 01825 712373
to discuss how we can support you.
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