Have you ever wondered why change management deliverables are structured and sequenced the way they are?
Deliverables are defined as the data that is put in use in every activity in a change-management. Besides activities, deliverables can form an integral part of any change management project.
There is an inherent logical flow from which change deliverables feed into the next. This means that subpar quality in the deliverable earlier on happens if the work is inadequately carried out. Also, this will likely flow into the rest of the deliverables.
Change deliverables start out very high-level. Earlier in the project development lifecycle, there is a lot of unknown details. Moreover, there are lots of questions that cannot be answered about the nature of the change. More details presents itself as the project progresses through each phase. Therefore, the change practitioner is able to populate and document various details. Including what the change means and how stakeholders will be impacted.
Eventually, each change deliverable contributes to the next, resulting in a detailed change plan. The change plan is a culmination of a detailed understanding. Also, it’s an assessment of the impacted stakeholders and what the changes will mean to them. Therefore, the respective change interventions that are critical to transition these stakeholders from the current to future state. Communications and engagement plan as well as learning plan also form a core part of the change plan.
Along with the change management process, they create a system for managing change. Good project managers apply these components effectively to ensure project success. Whether it’s a sudden change of personnel or an unexpectedly poor quarter; Change managers are adaptable enough to apply the appropriate changes to your plan to accommodate your company’s new needs.
One of Peter Drucker’s famous quotes is that “Culture eats strategy for breakfast”, indicating the importance of culture for organisations, more than its strategy.
In this infographic we breakdown how culture can be broken down into its elements, i.e. behaviour and how we can achieve and embed behaviour change in organisations in a way that is deep and lasting.
Many parts of the world are starting to brace for economic down turn. The Wall Street Journal and lots of publications talk of recession for the US. Some industries such as technology firms have already started cutting back staff. Real estate prices have been dropping. We are still struggling with inflation. The writing is on the wall.
As companies start to tighten their belt expenditures project investment is the first to come under fire. Project and initiative investments are naturally reviewed, consolidated, and cut to try and save money. Large companies typically invest millions to billions to execute their strategy, maintain competitiveness, and improve business effectiveness. Typical cuts in the project world translate to cutting project funding which means that change practitioners like other project professionals may be in the firing line.
As companies start to focus on the critical operations of the business the frequent question that gets asked is “what is the value of change management?”. “Can we save cost by cutting change management?”. Managers would already have a preconception of the value of change management when making this decision.
The challenge then becomes ‘what is ultimately the ‘proof’ of the value of implementing effective change?’ Many will argue that it is that employees are more engaged, managers are communicating the right messages, that employees have the right skills, and that they feel that they are ready for the change. However, ultimately, a project has a set of benefits it is targeted to achieve and the question then becomes what ‘proof’ is that the benefits have been achieved.
For a lot of the work that change practitioners are involved in, the ‘proof’ is the change in the behaviours from A to B. For example, adopting different conversations with the customer, operating a different system, selling a new product, reporting on incidents, following the required steps in completing a form, etc. Ultimately the change in the behaviour results in the targeted benefits being achieved whether it is improved customer experience, cost savings, efficiency in operating a system, or generating greater insights through new data.
What are some of the ways to demonstrate that we are setting the course for ultimate behaviour realisation?
Clear identification of core behaviours
To be able to implement behaviour change we need to know what behaviours we are focused on changing. The trick is not to try and come up with an exhaustive list of all the various types of behaviours that need to take place in the end state. Instead, focus on the core behaviours that will make the most differences in achieving the ultimate benefit.
For example, what are the core 2-3 behaviours that leaders need to display in the end state to ensure those insights are captured and utilised to make better business decisions? It could be being confident in interpreting the data and using any system prompts as required, highlighting the insight generated in planning meetings, and using the insight to make better decisions that result in a better outcome for the organisation.
Measurement
Behaviour realisation need to be measured and as we all know since “what get’s measured get’s managed”. Behaviours may be measured based on a survey, observation, system reports, etc.
Ongoing tracking
In order to successfully embed the new behaviour into business-as-usual ongoing tracking is required. Tracking ensures that the status of the behaviour change becomes visible and therefore becomes a goal to be focused on.
Tracking does not need to be cumbersome and overbearing. It could be as simple as incorporating the reporting into an existing weekly team meeting or a monthly planning meeting. It could also be a system-generated report that is sent to managers.
Our ultimate challenge as change practitioners in driving behaviour changes becomes even more crucial during these difficult financial times. We need to constantly demonstrate how our work directly links to benefit realisation. This may require stakeholder education. Are your stakeholders clear in terms of the importance of behaviours in reaching the benefits? Do they understand the design that has been in place to drive impacted groups toward the end state?
Across our change management industry, it seems that producing change heatmaps and being focused singularly on one question is the norm. We all know that change is complex. Change is evolving. Change is multi-dimensional. Change is more than just answering one question. Is there more?
