Dear Reader,
Whether you are a friend, colleague, someone browsing the internet or even a member of my family who has no idea what I do... I wrote this for you. I hope you find it interesting.
By reading on, you'll find out about Change Management.
Of course, everything is changing all the time - not all changes are, or need to be managed - but when an organisation is making specific changes, there are benefits to taking a disciplined approach to how they are done. Often, these benefits are understood out of failed attempts to change something.
The overly simplified formula for success: 1. Understand what the changes are (define a vision). 2. Understand who's involved, how influential and supportive they are (stakeholder analysis). 3. Find out what will be impacted, how, when, and whether or not anything needs to be done to ensure the the impacts are mitigated (Change Impact Assessments). 4. Decide what communication (information), engagement (an open dialogue) and training is needed.
I've taken shortcuts and missed bits out, but hopefully you get the gist.
Changes come in all shapes and sizes.
Defining what's changing, how and when is akin to painting a picture - you might be capturing an image of something in front of you, but how you then articulate it is your own interpretation. The difference is that a painting tends to be the work of an individual, where as articulating what's changing in a business involves numerous people with differing objectives and perspectives.
Changes aren't singular. There is usually overall aim or objective that may or may not be called the change, but then there are all the smaller changes that lead to some bigger changes required to deliver the change. And all these changes can be confused with what are called Project Deliverables which are actually the things that everyone is working on to deliver the change. Clear??
An easy way to think of Change Management compared with any other work is that when something new about a business is being developed, Change Management looks at what will change as a result.
The need for change can come from any direction, from the introduction of new technology, services or products to the need to downsize, upscale, merge, centralise or decentralise. Often all of the above get mixed into a cause & effect situation, e.g. new technology means we can adapt by...
Change goes part in parcel with managing any business.
How changes get managed.
Adaptability (especially understanding "the politics")
Navigating ambiguity. Agreeing something and then needing to change it. Not changing too often. Explaining it all in a clear narrative that encourages support and understanding from everyone involved is a neccessary mission.
Motivation
Retaining motivation through hard times. Respect for everyone involved and working together to find silver linings is essential for changes to succeed.
Structure
The number one requirement. When all else fails, having a solid structure enables visibility, consciousness and a common understanding. A good structure provides critical objectivity in situations that are otherwise seen from so many different perspectives that most are left scratching their heads over what went wrong.
Watch this space as I post more about what makes Change Management work.