Implementing the vision of transformational change

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Implementing the vision of transformational change

  1. 1. Implementing the vision of transformational changeShare this eBook:
  2. 2. Implementing the vision of transformational changeA great deal is written about the need for a Every organisation needs a business changevision of change that will inspire everyone in lifecycle - a set of processes, activities andyour organisation to transform how they work roles for defining, planning, implementingand achieve the organisation’s strategic and embedding change. Organisations areobjectives. Motivation comes from this continually changing so you already haveexciting vision of the future, but motivation people who implement change, but withoutand positive feelings about the changes a business change lifecycle the approach willyour organisation needs to make are not lack consistency, there will be duplication ofenough. Transformational change is disruptive, effort and a detailed understanding of howimpacting every area of the organisation, the change will be achieved and its impactand if there is no framework for guiding the on other business initiatives will be insufficientlychanges then at best they will fail to embed defined.but at worst your organisation has takenresources away from the ‘day job’ but realisedno benefits from this effort.2 Share this eBook:
  3. 3. Benefits of a business change lifecycleA decision to develop a business change For individuals the creation of a businesslifecycle sends a clear message about how the change lifecycle offers:organisation views change: • Clarification of the roles and responsibilities• Change is normal and requires a set of for making changes which builds processes and standards to guide it, just like confidence as people know what is any other management discipline expected of them• Implementing change is an important • Faster start to change initiatives as the steps capability that is worth investing in to be taken have already been defined and supported with guides, templates and• We will not rely on luck to advance the checklists goals of our organisation but will apply a systematic set of controls to ensure we • An effective team of change practitioners realise the benefits of our innovations through the shared learning of standard working practices • Reassurance from knowing how to plan the work, clarity about the purpose of each step and knowing what comes next Share this eBook: 3
  4. 4. How to A business change lifecycle is essentially a change management methodology which create a is formed of a series of processes, each of which defines the activities needed to move a change through its evolution from initial idea to successful adoption, becoming the new busi- business ness norm. Many experts in change management have defined their own approach to this lifecycle change including John Kotter and his eight steps which begin with developing a guiding coalition and establishing a burning platform, Kurt Lewin and his model of ‘Unfreeze, Move and Refreeze’ lifecycle and William Bridges who advocates marking the endings, managing through the neutral zone and celebrating new beginnings. Work instructions Lessons Learned Processes Reports Quality criteria Training courses Standards Business Change Lifecycle Workshop activities Checklists Agendas How To...guides Templates Questionnaires4 Share this eBook:
  5. 5. The UK Cabinet Office through its Managing Having applied all of these models (and more!)Successful Programmes text has defined a I have defined a generic four step model thatthree step process of pre-transition, transition can be applied to any type of organisationaland post-transition that details the analysis, de- change:livery and review activities needed for effectivebusiness transformation. Clarify the reasons for the change and use this Assess the change information to motivate and persuade all those affected that the change is beneficial Identify the activities needed to implement the change, how these activities impact different Plan the change stakeholders and the resources required to carry out the activities Build participation in the change so that individuals apply the change to their working Implement the change practices, supported by a knowledgeable and experienced change team Celebrating the changes that have been made, measuring the benefits that have been achieved Embed the change and continuing to support those still making changes to their ways of working Share this eBook: 5
  6. 6. Applying A business change lifecycle does not operate in isolation from your existing governance the arrangements. Operational governance establishes the measures, standards and control mechanisms that enable people to carry out their work in an ‘approved’ manner. Business Your existing project management framework needs to align to your business change lifecycle because it is through project Change management that we develop the new processes, systems and products that we are implementing using the change management steps defined in the business change lifecycle. Lifecycle As this diagram shows, the project lifecycle is not the driving force for the change. The project is a product of the initial idea to your for change and the project leads into the implementation of the change. situation Understanding and planning Implementing and embedding the change the change Creates vision Encourages adoption It is also important to recognise: and stories of the change • The extent to which an approach to managing change is embedded within the organisation Influencing Influencing • The perception that those working in Motivating Motivating or with the organisation have of the Persuading Persuading commitment to managing change • The level of motivation that exists for Creates achievements Drives involvement addressing change management as a and deliverables in the project business issue To gather this information use a maturity model to map the existing capability that Project life cycle exists within the organisation and establish how the business change lifecycle will increase this capability and over what time frame this improvement will be achieved.6 Share this eBook:
  7. 7. ConclusionA business change lifecycle gives yourorganisation greater certainty that thechanges it needs to make to deliver strategicobjectives and realise the benefits of changewill be achieved.Tailoring a generic model to fit the culture ofyour organisation communicates your belief inquality, getting things done right first time anda commitment to continued improvementand enhancement of the way in which you dobusiness.In the last year I have seen a dramatic increasein the number of organisations who havecommitted to putting as much effort intodefining their approach to managing changeand business transformation as they havepreviously applied to their approach to projectmanagement. A common starting point is the recognition that whilst their processes for managing projects has improved delivery, with projects completing on time and on budget, the realisation of the benefits from the projects is still unstructured. There is too much reliance on the goodwill of those impacted by the changes to understand how the project deliverables can be applied to their working practices and to create the time to make these changes whilst continuing to manage ‘business as usual’. The current economic environment means that existing staff are already working to maximum capacity and that the integration of new systems, processes and products needs to be carefully planned if performance targets are to be achieved. The business change lifecycle sets out a structure for these plans and gives everyone a straightforward mechanism for embedding change alongside their existing responsibilities. Share this eBook: 7
  8. 8. Get a one-to-one consultancy with Maven At your free one-to-one consultation with Melanie Franklin, CEO of Maven, you will discuss: • what changes your organisation needs to make and the benefits of achieving this goal • the likely impact of this transformation on existing business operations and the key challenges • your approach to this work and those activities needed to understand, plan, implement and embed the changes Call +44 (0)20 7403 7100 or email info@maventraining.co.uk to book your free consultation today Melanie has an extensive track record in the successful realisation of business change programmes within the public and private sector. She is the founder and Chief Executive of Maven and balances her company responsibilities with her passion for helping organisations to make changes that deliver their strategic objectives. Melanie is the author of ‘Managing Business Transformation – A Practical Guide’ which she wrote in response to the many requests that she receives for help in developing an organisation-wide approach for successfully integrating products, services and business procedures. The ideas in the book are based directly on the solutions that Melanie and her colleagues have devised to help organisations get better at changing themselves.8 Share this eBook:
  9. 9. For further information about Maven Training please contact: Melanie Franklin Telephone: 020 7403 7100e-mail: melanie.franklin@maventraining.co.uk Follow us on: Twitter Facebook LinkedIn Slideshare YouTube Scribd www.maventraining.co.uk 9

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