Universal Requirements for Change
•
0 likes•231 views
There are a few requirements that need to be in place for large change management projects to be successful. Focusing on securing them will greatly increase your chance of success.
Recommended
More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (7)
Recently uploaded
Recently uploaded (20)
Universal Requirements for Change
- 2. How is the vision different, better, and more compelling than today?
- 3. Are the leaders personally committed to the change (are they willing to go first)?
- 4. Does the organization have the capacity to make the change (time, skills, and money)?
- 5. How ingrained is the current culture (and what is sacred)?
- 6. Will the change deliver the outcomes?
- 7. Photo credits: Slide 2: http://www.flickr.com/photos/ bluepeony/29453004/ Slide 3: http://www.flickr.com/photos/lemsipmatt/3307844930/ Slide 4: http://www.flickr.com/photos/tomsaint/4839649221/ Slide 5: http://www.flickr.com/photos/carlpawlowski/3053833206/
Editor's Notes
- Universal requirements are “must haves” predictors of success for a big change to deliver results They are also strategic conversations you need to have with leaders before you begin
- Different: It needs to be different to acheive better performance Better: ‘Newco’ must be better than ‘Oldco’ from a colleagues’ perspective or theywill try to preserve Oldco Compelling: Colleagues need to see themselves in the future vision and they need to want to be there. Is it motivating and exciting?
- People change when leaders change (culture is created by their behaviours and actions)They must be invested in the change and willing to demonstrate new behaviours as an example to the colleagues: if the leaders can do it then so can they
- The organization might have the desire to change but can it pull it off? Most organizations have numerous change projects running at the same time. In this type of environment, projects compete for limited resources Time: Do colleagues have the time to take on activities required for the change? Skill: Does the organization have skilled change resources to assist people to adopt new ways of working? Money: Can the business afford the resources required to manage the change process?
- Culture can be the silent assassin of change because inertia and ingrained behaviours and processes Changing status quo mindsets, behaviours and ways of working is always a challenge but if they are cemented into the fabric of the business, then it can block real change What are the sacred “can’t change parts of the culture and will they endanger the change?
- Many change projects are well designed but the changes in mindsets, processes, and behaviours don’t deliver the outcomes Before you start the change process you need to ensurethe changes will deliver the desired outcomes and that you have the right measurements to prove it