Basic Change Methodology
- Announce the management intent behind the change process.
- Involve all key members in change process to ensure wilful change.
- Identify the current state and the future desired state.
- Map what is required to move from one state to the other.
- Recognise change managers from each department.
- Define Change managers Role.
- Define critical milestones with target dates and measurable output.
- Mentor Critical managers and conduct their change leadership training.
- Conduct End-Users training.
- Evaluate the change process against change plan.
General Key deliverable of any Change Program
- Transforming documented policy into action.
- Enable accurate and easy performance mapping.
- Enhance employee Motivation.
- Refining processes by monitoring outcomes.
- Ensure overall organizational alignment.
- Determining members & processes in need of improvement.
Notable Actions
- Create a sense of urgency.
- Build support from key influencers: Engage relevant seniors & other management members to understand the change need, and ensure their support to implement the programme for improvement.
- Create a mission of what can be achieved: Show success stories from other organisations and demonstrate how much could potentially be improved. In some cases you may already have identified potential improvements and these can be used as part of the mission. The mission should be aligned with the company ethics & values, i.e. in addition to improvements – cost-savings, working ease, organisation culture, trust, sustainability or environmental responsibility should be made relevant.
# These first 3 steps are interlinked in setting the tone and gaining support for the programme.
- Communicate the objective / Ideology of change: Communicate the general message of the programme to all relevant staff, in more detail to those who will be directly involved.
- Remove obstacles: Increase communication with those members, who may not support the programme whole heartedly but who are in positions where their support is important.
- Create short term wins: Nothing motivates more than success. Implement some of the easier items to make real savings, which can be highlighted and communicated to raise the profile and credibility of the programme.
- Build on the improvements: Progress with a continuous improvement approach using the momentum gained from early success to further raise credibility with staff at all levels in the organisation.
- Anchor the change in organisation culture: Ensure that the programme is fully accepted by all relevant personnel and embedded in their day to day activities.
Notable Elements
Finalize and freeze following at the earliest:
- What do you want to accomplish (Department wise plan finalisation)?
- Long term hiring decisions.
- Future training need within the organization
- Construction of additional facilities or machinery, to support the processes.
- What you want to maintain.
- What you want to reduce.
- Organization process flows.
- Organization charts.
- Documents/Forms/Matrix currently used to register and accomplish work.
- New software Requirements.
Important for the Change
- Clarify the Specific tasks that each department will need to complete prior to implementation of change process.
- The identified activities should be listed on the Master Readiness Tracking sheet.
- Facilitate the progress of these activities by providing information and coaching to the departments.
- Provide active and visible support.
“Ensure project is a priority for all members”
- Communicate frequently & continuously.
- Provide all necessary resources.
