Agile is becoming a common standard for project implementation. Most organizations are implementing some form of agile methodology in how they manage initiatives, anywhere from the waterfall project methodology on one extreme end through to the pure agile project methodology on the other end. Yes, we know that agile may not be for every organization. Projects where the output of the change is known clearly upfront and where traditional methods ensure that requirements won’t change much throughout the project may not benefit from an agile approach. On the other hand, those projects where the end design is not known, where innovation would be valued, would definitely benefit from an agile approach.
There are plenty of resources available for project managers on the mechanics of project management and agile methodology. However, the same cannot be said for change managers. Many even commented that the role of change management has ‘disappeared’ within the agile approach. There are lots of examples of projects where there are significant change impacts on employees and customers, where there is no change manager on the project.
What is the role of change managers in an agile project? How will change work be modified to suit agile methodology? How does the change manager create value in an agile environment?
This guide aims to answer these questions and provide a simple and practical guide to aid the work of change managers in an agile environment, specifically focusing on change management practice areas. While the guide will not aim to cover anything and everything to do with agile, it will aim to call out best practices and aspects the change manager needs to consider in carrying out change work in an agile environment.
When the agile ‘godfathers’ got together to come up with agile change principles all those years ago, they were quite certain that they wanted to focus more on principles than ‘methodology’ per se. Since then the intent may have changed in how organizations have adopted this. Nevertheless, it is important to visit the core of what agile stands for.
These are the 12 principles of the Agile Manifesto (from agilemanifesto.org)
Our highest priority is to satisfy the customer through early and continuous delivery
of valuable software.
Welcome changing requirements, even late in development. Agile processes harness change for the customer’s competitive advantage.
Deliver working software frequently, from a couple of weeks to a couple of months, with a
preference to the shorter timescale.
Business people and developers must work together daily throughout the project.
Build projects around motivated individuals. Give them the environment and support they need, and trust them to get the job done.
The most efficient and effective method of conveying information to and within a development team is face-to-face conversation.
Working software is the primary measure of progress. Agile processes promote sustainable development. The sponsors, developers, and users should be able to maintain a constant pace indefinitely.
Agile processes promote sustainable development. The sponsors, developers and users should be able to maintain a constant pace indefinitely
Continuous attention to technical excellence and good design enhances agility.
Simplicity–the art of maximizing the amount of work not done–is essential.
The best architectures, requirements, and designs emerge from self-organizing teams.
At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly.
Here are some key takeaways that the change manager should note about the agile manifesto, the core of what agile is trying to achieve:
Iterative change
Iterative change is more effective than big bang change. This is because it reduces the risk of failure and increases the chances of success. This is also how designers work – making incremental changes to ultimately come up with the right outcome, fostering a culture of continuous improvement. This is because with these techniques the project team is getting feedback throughout the process. Therefore, the ‘test and learn’ and prototypes in design thinking are critical as a part of an agile approach. The emphasis on constant change is the core of agile.
Multi-disciplinary team
The power of the smallish and multi-disciplinary team. Business, technical and specialists from other disciplines are encouraged to work together to come up with innovative solutions to address the problem. Each discipline may approach the same problem differently, and therefore when we put people with different approaches together we start to get innovative ideas. Smallish teams also tend to perform better in getting traction and delivering without getting bogged down by hierarchy. Most agile experts agree that the right size for agile teams would be 6-7 people.
Early and continuous engagement
Another part of what is essential to agile is designing early and continuous engagement. Business representatives are included in the project from the beginning and continue to have strong involvement throughout the process. This constant collaboration is particularly important as the solution being developed by the project team continues to evolve and change throughout a short period of time.
Key agile methodology terms and approaches
There are two main agile approaches that are popular in project management, scrum and kanban. A lot of organizations also use a combination of both scrum and Kanban. Let’s go through these to get a better understanding of what they are and how change fits into these methodologies.
Scrum
Scrum is probably the most popular agile methodology used by project teams that are implementing agile. It starts with feedback or input from end users or customers on what the need is and the business requirements. These are then captured, analysed and defined into clear features by Scrum teams. They can also be in the form of ‘user stories’ that outline what the user goes through in the entire process. User stories are simple descriptions of a feature told from the perspective of the end users who desire the capability. User stories are usually captured in post-it notes on a board (or digitally) to allow visualization of the journey/process.
The project team then goes through a series of ‘sprints’ where iterative work outputs are created under each sprint, especially in the context of large projects. Each sprint is aimed to produce a discrete piece of work output that is tangible and can be used or tested in some form. Each sprint goes for 1-4 weeks and is managed by the scrum master whose role is to do anything that optimises the team’s performance. This is not a manager role who is tasked to ‘approve’ or ‘sign off’ on the work of the team, but more of an enabler and facilitator. In an agile team, the team is self-managed and empowered to come up with unique ideas to form the ultimate solution to address the user/customer needs.
So what is the role of the change manager in scrum? The role of a change manager does not really change significantly in an agile setting. Yes, the change manager needs to understand the why and how an agile team works. However, the fundamentals of the value of change management stay the same. If a project is creating change impacts on the user or the customer, then this is where the change manager steps in. This is not dissimilar to other non-agile project settings.
Let’s dissect the work of the change manager to better understand his/her role in a greater level of detail:
Initial scoping
When we have a high level of understanding of what the project is and what it is trying to accomplish, the change manager would help to scope and size the amount of change impact in concern, the level of complexity involved, and come up with a high level estimation of how much change management support would be needed on this project. This does not change in an agile project, compared to waterfall projects.
High-level change approach
After the features have been identified and the product owner has a clear idea of what the change is and what it involves then it is time to start on devising the high-level change approach. At this stage, we still do not know exactly what the solution is, though we have a few likely options to consider. By taking a few assumptions we can devise a high-level view of what change approach would work. A key part of this approach would involve understanding which stakeholders will be impacted.
Agile projects are focused on producing output and solutions and there is significantly less focus on documentation. However, this is not to say that documentation is not required. Instead, documentation tends to be more summarised and slimmed down versus the significant longer documentation required under waterfall methodology. In this phase, the two key documents are the high-level change approach and high-level change impact assessment document. Some even use a ‘change on a page’ similar to a ‘plan on a page’. The high-level change impact assessment could also be a one-pager that calls out key stakeholder groups impacted and the nature of the impacts.
Design and planning phase
When we get to the design and planning phase of the project the key focus starts to shift into a detailed articulation of what the change is. In this phase, the approach in change work is again no different than under waterfall. However, the difference is that there may be more unknowns as the solution is being developed and shaped iteratively, hitting important milestones, and continues to evolve over each iteration or sprint.
The change manager needs to determine when there is sufficient information to start work on the detailed change impact assessment. And this impact assessment will undoubtedly need to be reviewed and potentially updated as the solution changes. Other key deliverables such as stakeholder matrix, engagement, and communication plan, change plan (including measurement) and risk assessment should also be captured, depending on the level of change complexity.
The role of the change manager is to partner closely with the team to flesh out and define what the change is and what the change approach is throughout each sprint. Some may call out that this may sound quite messy since with each iteration the change approach could change. In practice, a lot of the impacts and change approach are fleshed out and captured before or during the sprint planning. With each scrum and iteration, the solution becomes more and more defined, and only tweaking would be needed on the change approach.
Early and continuous engagement is a key agile principle and therefore the change manager has a critical role to play in engaging the various stakeholder groups. Depending on the nature of the change process, business and stakeholder engagement may need to occur prior and during each iteration. For example, business stakeholders may need to be engaged on what the new system is, and how/what it will do for them, and how they will be impacted. Transparency during this process is crucial, especially when we are closer to having developed a full solution with system screens being defined, allowing us to show our frontline employees what the system looks like. Throughout the iteration process, subject matter experts and business representations, and even change champions groups have critical roles to play in providing valuable business feedback.
Another key agile principle is focused on getting end-user or end customer feedback early, and continuously throughout the development process. The change manager needs to work with the development team and the business to carefully identify the right end-users to provide feedback (versus managers who may not know the intimate details of business requirements). The change manager also needs to balance the needs of the business by being engaged in the what/why/how of the change early on, and incorporating more details of the solution throughout the iterative process.
Implementation and post-implementation
Since agile produces change at a faster pace than waterfall approaches, there are a few things that the change manager needs to adapt to. One of the key challenges for the change manager within an agile team is not to lose sight of the fundamentals of managing change and the necessary adaptation required during the process. Within the series of iterations, keeping the business engaged and involved is key. On top of this, understanding and agreeing with the business on the most optimal go-live and implementation period would be critical. Just because the change is ready technically, it does not mean this is the right time for the business to accept the change. On the other hand, there could be complexity or technical challenges that delay the anticipated go-live (like most projects, in any methodology). This needs to be managed effectively, including the change management approaches to ensure there is clear identification of the next ‘window for change’ from the business perspective from the perspective of the business having the capacity to digest the change.
Some propose that the change manager should ‘adopt’ an agile way of implementing ‘test and learn’ in implementing change. Whilst this is valid there are a few considerations. Implementing agile does not mean that how our employees respond to change will suddenly change. From previous experiences in implementing changes, the change manager should leverage what has or has not worked and not start from zero. For example, how was the reception from a particular business unit to online learning of new products? What has worked well in terms of how this group was engaged previously? If there is little experience in change within a particular part of the organization, then it makes sense to conduct pilots to test. However, again, leverage from previous experiences where possible before starting ‘new’ tests.
Post-implementation and benefit realisation are still applicable from the perspective of the change manager. Planning for effective embedment and measurement of change and that the benefits are realized through the users adopting the right behaviours are still valid under agile.
Kanban is a simple agile methodology that was developed from a manufacturing background (i.e. Toyota). It is not time-based, unlike Scrum. Instead, it is based on ordering a set of prioritised activities through the funnel of ‘To do’, ‘Doing’ through to ‘Done’, while limiting the amount of work in progress at any given time. The list of activities is prioritised meaning that after one task is completed and moved to ‘Done’ the next activity on the list may be undertaken. This overall list of activities can be seen as a ‘backlog’ where a set of activities have been determined to be necessary to complete the project.
This kanban board needs to be real time and constantly updated so that the team members can easily visualize the progress they are making and how much work is outstanding. This is a great way of understanding the pace of execution and output achieved. The cycle time of measuring how long it takes tasks to move from ‘To Do’ to ‘Done’ helps to forecast the delivery of future work. The kanban board acts as the single source of truth for the agile team.
All of the previous comments regarding scrum and implications on the work of the change manager apply to kanban as well. The change manager, working alongside other agile team members, would also need to adapt to the faster pace of change, and work within the team to identify any obstacles to the overall workflow. Change management work activities would also contribute to the overall kanban board and flow through this process.
Building the change environment for agile
There are significant opportunities for the change manager to add value in creating the right change environment for agile initiatives to land successfully. Some of these include:
Helping business leaders, including sponsors and business owners to understand their role in leading change within an agile setting
Support the design and dynamics of the agile team to really flourish, generate innovative ideas, and to leverage the diversity of thought
Work with business stakeholders to prepare them for iterative agile changes where the end state is not always clear from the beginning. The challenge of crafting a clear vision of change without the necessary details
Helping to build the overall culture of the organization by adopting agile principles, is itself a separate cultural change exercise. For organizations that are risk-averse, the challenge may be to instill the value of ‘safe to fail’
The ultimate dilemma for the change manager
One of the ultimate challenges of preparing the organization for an agile business environment is to understand the environment itself. When there are numerous agile projects going on in organizations, each with continuous change and iterative change, there lies the challenge. How does the business get visibility of all of these chunk-sized changes and be able to prepare for them collectively? Without a clear oversight of a collection of changes that are constantly moving it is almost impossible to effectively lead and embed changes effectively.
For more articles on agile change management visit our Knowledge Centre.
Are you ready to leverage digital change management platform to support your agile project? Check out Change Automator to streamline, automate, and improve the outcomes of your change work. To book a demo, click here.
Building change capability is ultimately the goal of a lot of organisations to develop a competitive advantage to reach strategic goals. Most businesses aspire to be fast-moving, transformative and agile with continuous improvement capacity building. With the increasing speed of change, organisations need to have the capability to respond accordingly to meet capability gaps. The speed in which organisations are able to flex and adapt accordingly can mean success or failure, given strategic priorities.
What are some innovative ways to build leadership capability?
Innovative ways to build leadership capability include implementing mentorship programs, fostering a culture of feedback, and providing access to online learning resources. Additionally, encouraging cross-functional collaboration and offering real-world project experiences can significantly enhance leadership skills while promoting a more adaptable and competent workforce.
As change practitioners we all aspire to build strong and impactful change capability with the organisation that we work with. We want to see leaders with strong leadership skills and the necessary knowledge to lead their teams through the change process. We also want to see teams with the tenacity and attitude to be open to and work through the change embedment process to achieve key performance indicators.
Doesn’t capability building mean training?
Yes you must have heard your stakeholder say this a million times. The only way to build specific capability is through training? Wrong. Training is one way to convey knowledge and skill development. This is one aspect of continuous learning. But it does not guarantee that the trainee will have the ability or motivation to apply the learning into the workplace. Yet companies spend significant amount of investment sending employees to change capability training. Absolutely, having the knowledge is an important part of acquiring the capability, but again not the only part of sustainable capability building.
So what else can we do to improve change capability?
Many companies according to industry trends use the 70:20:10 rule in capability development. This means:
– 70% of development should be focused on job-based experiential learning and practical application for team members such as challenging assignment in real work context to maximise knowledge retention
– 30% of development should be from work relationships such as mentoring and coaching on best practices
– Only 10% of development should be from training sessions and professional development training programs (including technical skills, hard skills, soft skills and other specific skills) and face to face or online courses to address skill gaps
This does not mean that these three elements of learning cannot be blended together as a part of capability building programs to support sustainable development. In fact, some of the most impactful development programs combine all three elements to address business needs. A lot of change leadership capability programs combine coursework, together with a real-life assignment on implementing a change project. This is also supplemented with group based coaching, as a part of promoting a culture of continuous learning.
What are some of other ways to build change capability?
Role modelling
Role modelling of core capabilities has a powerful and pervasive impact on a large number of people, especially when it’s coming from senior leaders. Consciously or subconsciously, the behaviours of senior leaders in managing change can shape the behaviours of those around the leader. How change is communicated at the individual level, how impacted employees are engaged, and how behaviours are reinforced can be observed and proliferated across the organisation. Demonstrating role modelling is a key part of leadership development.
Change governance
Other than individual change capability skills, organisations must also build their ability to manage the how change is controlled and monitored across the company with large groups of employees. How change governance is designed, and how decisions are made across the organisation are absolutely critical to change capability and meet business goals.
This capability includes:
– How change governance bodies use data to make decisions to monitor and control the planning and implementation of change
– The ability to use various data sources to ‘pulse-check’ on the change readiness of different parts of the business for change
– Quality of decision making process in balancing various business factors of performance, risk, benefit realisation and engagement
– Clarity of the remit of different change governance bodies and the decisions that they are able to make, e.g. at a business unit level versus enterprise level
Operational change cadence
This refers to the capability of a business unit in operationalising change as a part of performance management to meet organisational goals. This includes all facets of business-as-usual changes as well as larger initiatives. Critical elements of operational change cadence includes:
– Different channels of communication and engagement
– Effective structured approach or system of supporting the implementation of learning programs, including online means as well as face-to-face mediums of job training
– Formal tracking of change capability development initiatives across operations, including change champion networks, mentoring and coaching programs, and change leadership programs
– Collection, analysis and insight generation of change impact and the embedment of change, including monitoring change loading and risk of change saturation
– Strategic planning of operational capabilities required and the process of developing the targeted capabilities to support strategic alignment to drive toward business outcomes
How are you going with your progress toward improving your organisation’s change capability? If you would like to find out more about how to use improve change capability through change performance, change measurement and operational cadence contact us.
Adapting to complex organizational change has always been a formidable challenge for organizations, but the complexities of today’s business landscape have taken this challenge to a new level. With the relentless march of various types of organizational change such as technological advancements, new products, the dynamic shifts in market dynamics, and the constant evolution of the workforce, organizations find themselves in a perpetual state of organisational transformation. Effectively navigating these changes within an intricate and multifaceted environment is no longer a choice but a necessity. In this era of constant flux, mastering the art of change implementation within complex change contexts has become a critical skill for organizations seeking not only survival but also prosperity.
This article is dedicated to unraveling the intricacies of change management within such complex settings, providing a comprehensive exploration of the effective framework of strategies and considerations that can illuminate each step of the model for successful change implementation.
Understanding the Complex Environment
Complex environments, as depicted by the infographic, resemble a bustling traffic control center overseeing a multitude of ongoing changes. These environments typically feature intricate organizational structures with various departments, multiple stakeholder interests, regulatory requirements, and external factors like economic conditions, global trends, and competition—all converging and coexisting like different lanes of traffic.
Just as a traffic control center needs a comprehensive view to manage traffic effectively, organizations must also have a holistic understanding of their unique complexities to facilitate change management to avoid change fatigue. The infographic highlights the importance of having a powerful tool like, “The Change Compass,” to visualize and report one view of change impacts, much like the control tower in our analogy. “The Change Compass” aids in decision-making regarding prioritization, resourcing, and escalations when required, ensuring smoother change implementation.
Much like a control tower’s routine examination of air traffic, change governance routines within complex environments need to scrutinize the business impact of the change slate. They should examine and highlight potential risks when multiple change initiatives land concurrently. The key focus of governance routines should revolve around maintaining strategic alignment, ensuring effective delivery, and managing risks, resources, and performance effectively within the complex change model.
In the context of the infographic and your real-world experience, it’s important to consider situations where changes collide due to a lack of an integrated picture. Understanding these scenarios and their consequences can further emphasize the importance of a comprehensive view of the magnitude of change, akin to what “The Change Compass” offers to organizational transformation.
Additionally, the infographic raises questions about the utilization of change data for a structured approach in decision-making. As you review these questions, it’s essential to reflect on your organization’s practices and how it currently employs change data to prioritize initiatives, allocate resources, and assess operational readiness.
By aligning these insights from the infographic with your practical experiences, you can gain a deeper appreciation of the nuances and challenges within complex environments and the strategies required for becoming a successful change leader in effective change management.
Key Strategies for Effective Change Implementation
Clear Vision and Communication: Imagine a ship embarking on a complex voyage. In this analogy, a well-articulated vision serves as the North Star, guiding the crew toward their desired destination. A successful change initiative begins with a clear and compelling vision, offering a picture of the future state. Within complex environments, the importance of this vision is magnified. It’s vital that this vision is not just communicated but ingrained, clear, and consistent across the organization to ensure clear goals are set. Complex environments often require tailored communication strategies, akin to setting multiple navigation markers, to reach diverse stakeholder groups effectively. From employees to executives, everyone on the ship should have a deep understanding of the change’s purpose and the benefits it will bring.
Stakeholder Engagement: Complex environments can be likened to a bustling marketplace where diverse customers with unique tastes gather. Managing change within such settings requires recognizing and respecting these differences, particularly the different interests of stakeholders. Just as merchants engage in open dialogue with customers to understand their preferences, organizations must engage key stakeholders in meaningful ways. This includes involving them in the decision-making process and addressing their interests and concerns. By aligning the organization’s objectives with the diverse needs of these stakeholders, you ensure a smoother journey toward successful change implementation.
Adaptability: Picture change within complex environments as a voyage with unpredictable weather. The ability to adapt is the organization’s agility in navigating through choppy waters. Change within these environments is rarely a straightforward path; it often demands adaptability and the willingness to adjust course based on emerging challenges or unforeseen opportunities. Like skilled sailors, leaders and change agents must be open to feedback, agile in their decision-making, and ready to adjust the change strategy to accommodate unexpected developments. Flexibility is the key when facing the uncertainties inherent in complex settings.
Change Champions: Think of change champions as the seasoned navigators of the ship. These individuals are passionate advocates for change, influential within the organization, and adept at mentoring and supporting others in adopting new ways of working as part of the change. Empowering these champions is akin to putting experienced navigators at the helm; it significantly accelerates the change process and bolsters its chances of success.
Comprehensive Risk Management: Complex environments can be compared to a terrain filled with potential obstacles and surprises. To navigate these challenges successfully, organizations must conduct a thorough risk assessment, much like charting the unknown waters ahead. It is essential to develop robust risk mitigation plans that identify potential roadblocks or setbacks in advance and have strategies in place to address them. Risk management should be an ongoing process throughout the change journey, just as a vigilant captain keeps a watchful eye on the horizon.
Data-Driven Decision-Making: Envision data as a compass that guides the ship through uncharted waters. Leveraging data analytics and monitoring tools can provide valuable insights into the impact of the change. Like a captain relying on navigation instruments, organizations can make informed decisions by continuously monitoring progress and adjusting strategies based on data-driven insights. This ensures that the ship stays on the right course and is ready to make course corrections as needed.
Continuous Learning and Improvement: Consider change implementation as a perpetual voyage of discovery. Organizations should foster a culture of continuous learning and improvement, much like a ship’s log recording its journey. Lessons learned from previous change initiatives should be used to refine future strategies and enhance the organization’s skill acquisition and change management capabilities. A feedback loop, encouraging crew members to share their experiences and insights, can be instrumental in this process, much like sailors sharing their knowledge to improve the voyage.
Resource Allocation: Resource allocation can be compared to provisioning the ship for a long journey. Efficient allocation of necessary resources is critical, especially in resource-constrained complex environments. Organizations must prioritize resource allocation where it is most needed, focusing on areas that will have the greatest impact on the success of the change initiative. This may involve reallocating human resources, budget, or other assets to support the change effort. Resource allocation decisions should be informed by a clear understanding of the change’s objectives and the unique challenges posed by the complex environment, much like carefully planning and managing supplies for the voyage.
These strategies form the compass and toolkit for organizations seeking to navigate the complex seas of change, while considering their organizational culture. Just as a skilled captain combines experience, navigation tools, and a committed crew of team members to chart a successful course, organizations can achieve effective change implementation by integrating these strategies into their change management process.
Effectively landing change within a complex environment is a multifaceted and challenging process, especially when there are high levels of uncertainty. However, it is not without its rewards. With a clear vision, robust communication, stakeholder engagement, adaptability, data-driven decision-making, a commitment to continuous improvement, and a strategic approach to resource allocation, organizations can successfully navigate such complex changes in the complexities of change implementation.
In a world where change is the new constant, mastering the art of change by acquiring new skills within complex environments is not only a valuable skill but a competitive advantage. By doing so, organizations can emerge stronger, more agile, and better prepared to face the dynamic challenges of today’s business world.
The ability to implement change within complex environments is a key differentiator that sets organizations on a path to resilience and long-term success. To take the first step in mastering the art of change within complexity, we invite you to book a weekly demo with “The Change Compass.” Discover how our innovative digital tool can be your trusted guide in navigating change within complex environments. Embrace the challenges, and unlock the opportunities that lie ahead in the ever-evolving landscape of business transformation.
Landing change effectively within a complex environment
Adapting to change has always been a formidable challenge for organizations, but the complexities of today’s business landscape have taken this challenge to a new level. With the relentless march of technological advancements, the dynamic shifts in market dynamics, and the constant evolution of the workforce, organizations find themselves in a perpetual state of transformation. Effectively navigating these changes within an intricate and multifaceted environment is no longer a choice but a necessity. In this era of constant flux, mastering the art of change implementation within complex contexts has become a critical skill for organizations seeking not only survival but also prosperity.
This article is dedicated to unraveling the intricacies of change management within such complex settings, providing a comprehensive exploration of the strategies and considerations that can illuminate the path to successful change implementation.
Understanding the Complex Environment
Complex environments, as depicted by the infographic, resemble a bustling traffic control center overseeing a multitude of ongoing changes. These environments typically feature intricate organizational structures with various departments, multiple stakeholder interests, regulatory requirements, and external factors like economic conditions, global trends, and competition—all converging and coexisting like different lanes of traffic.
Just as a traffic control center needs a comprehensive view to manage traffic effectively, organizations must also have a holistic understanding of their unique complexities to facilitate change management. The infographic highlights the importance of having a tool like, “The Change Compass,” to visualize and report one view of change impacts, much like the control tower in our analogy. “The Change Compass” aids in decision-making regarding prioritization, resourcing, and escalations when required, ensuring smoother change implementation.
Much like a control tower’s routine examination of air traffic, change governance routines within complex environments need to scrutinize the business impact of the change slate. They should examine and highlight potential risks when multiple change initiatives land concurrently. The key focus of governance routines should revolve around maintaining strategic alignment, ensuring effective delivery, and managing risks, resources, and performance effectively.
In the context of the infographic and your real-world experience, it’s important to consider situations where changes collide due to a lack of an integrated picture. Understanding these scenarios and their consequences can further emphasize the importance of a comprehensive view, akin to what “The Change Compass” offers.
Additionally, the infographic raises questions about the utilization of change data for decision-making. As you review these questions, it’s essential to reflect on your organization’s practices and how it currently employs change data to prioritize initiatives, allocate resources, and assess operational readiness.
By aligning these insights from the infographic with your practical experiences, you can gain a deeper appreciation of the nuances and challenges within complex environments and the strategies required for effective change management.
Key Strategies for Effective Change Implementation
Clear Vision and Communication: Imagine a ship embarking on a complex voyage. In this analogy, a well-articulated vision serves as the North Star, guiding the crew toward their desired destination. A successful change initiative begins with a clear and compelling overall vision, offering a picture of the future state and how it differs from the current state. Within complex environments, the importance of this vision is magnified. It’s vital that this vision is not just communicated but ingrained, clear, and consistent across the organization. Complex environments often require tailored communication strategies, akin to setting multiple navigation markers, to reach diverse stakeholder groups effectively. From employees to executives, everyone on the ship should have a deep understanding of the change’s purpose and the benefits it will bring.
Stakeholder Engagement: Complex environments can be likened to a bustling marketplace where diverse customers with unique tastes gather. Managing change within such settings requires recognizing and respecting these differences. Just as merchants engage in open dialogue with customers to understand their preferences, organizations must engage key stakeholders in meaningful ways. This includes involving them in the decision-making process and addressing their interests and concerns. By aligning the organization’s objectives with the diverse needs of these stakeholders, you ensure a smoother journey toward successful change implementation.
Adaptability: Picture change within complex environments as a voyage with unpredictable weather. The ability to adapt is the organization’s agility in navigating through choppy waters. Change within these environments is rarely a straightforward path; it often demands adaptability and the willingness to adjust course based on emerging challenges or unforeseen opportunities. Like skilled sailors, leaders and change agents must be open to feedback, agile in their decision-making, and ready to adjust the change strategy to accommodate unexpected developments. Flexibility is the key when facing the uncertainties inherent in complex settings.
Change Champions: Think of change champions as the seasoned navigators of the ship. These individuals are passionate advocates for change, influential within the organization, and adept at mentoring and supporting others in adopting new ways of working. Empowering these champions is akin to putting experienced navigators at the helm; it significantly accelerates the change process and bolsters its chances of success.
Comprehensive Risk Management: Complex environments can be compared to a terrain filled with potential obstacles and surprises. To navigate these challenges successfully, organizations must conduct a thorough risk assessment, much like charting the unknown waters ahead. It is essential to develop robust risk mitigation plans that identify potential roadblocks or setbacks in advance and have strategies in place to address them. Risk management should be an ongoing process throughout the change journey, just as a vigilant captain keeps a watchful eye on the horizon.
Data-Driven Decision-Making: Envision data as a compass that guides the ship through uncharted waters. Leveraging data analytics and monitoring tools can provide valuable insights into the impact of the change. Like a captain relying on navigation instruments, organizations can make informed decisions by continuously monitoring progress and adjusting strategies based on data-driven insights. This ensures that the ship stays on the right course and is ready to make course corrections as needed.
Continuous Learning and Improvement: Consider change implementation as a perpetual voyage of discovery. Organizations should foster a culture of continuous learning and improvement, much like a ship’s log recording its journey. Lessons learned from previous change initiatives should be used to refine future strategies and enhance the organization’s change management capabilities. A feedback loop, encouraging crew members to share their experiences and insights, can be instrumental in this process, much like sailors sharing their knowledge to improve the voyage.
Resource Allocation: Resource allocation can be compared to provisioning the ship for a long journey. Efficient allocation of resources is critical, especially in resource-constrained complex environments. Organizations must prioritize resource allocation where it is most needed, focusing on areas that will have the greatest impact on the success of the change initiative. This may involve reallocating human resources, budget, or other assets to support the change effort. Resource allocation decisions should be informed by a clear understanding of the change’s objectives and the unique challenges posed by the complex environment, much like carefully planning and managing supplies for the voyage.
These strategies form the compass and toolkit for organizations seeking to navigate the complex seas of change. Just as a skilled captain combines experience, navigation tools, and a committed crew to chart a successful course, organizations can achieve effective change implementation by integrating these strategies into their change management process.
Effectively landing change within a complex environment is a multifaceted and challenging process. However, it is not without its rewards. With a clear vision, robust communication, stakeholder engagement, adaptability, data-driven decision-making, a commitment to continuous improvement, and the final element of a strategic approach to resource allocation, organizations can successfully navigate the complexities of change implementation.
In a world where change is the new constant, mastering the art of change within complex environments is not only a valuable skill but a competitive advantage. By doing so, organizations can emerge stronger, more agile, and better prepared to face the dynamic challenges of today’s business world.
The ability to implement change within complex environments is a key differentiator that sets organizations on a path to resilience and long-term success. To take the first step in your action plan, we invite you to book a weekly demo with “The Change Compass.” Discover how our innovative digital tool can be your trusted guide in navigating change within complex environments. Embrace the challenges, and unlock the opportunities that lie ahead in the ever-evolving landscape of business transformation.
Central to many contemporary approaches to agile change management models is the concept of “failing fast.” This idea, popularized by agile methodology, suggests that failure is not only acceptable but desirable, as it provides valuable insights that can inform subsequent iterations and improvements. While the intention behind failing fast is noble—to accelerate learning and increase the likelihood of effective change management success—it’s essential for change practitioners to critically examine this notion and consider if this actually works.
We’ll explore the nuances of failing fast within the context of change and transformation initiatives, including change management failures. Drawing upon insights from research, real-world experiences, and best practices, we’ll delve into the complexities of learning from both success and failure. We will explore the myth of failing fast and discuss practical actions that can help change practitioners improve the change outcome success.
At its core, the concept of failing fast is rooted in the belief that failure, including an unexpected issue, is an inevitable part of the innovation process. By embracing failure and learning from it, organizations can iterate more quickly, adapt to changing circumstances, and ultimately increase their chances of success. However, the reality can often be far more complex.
Research has shown that failure is not always a reliable teacher. Psychological barriers, such as ego and fear of failure, can hinder the learning process and prevent individuals from extracting meaningful insights from their experiences. Moreover, the correlation between failure and success is not linear—simply experiencing failure does not guarantee future success.
Research by Lauren Eskreis-Winkler and Ayelet Fishbach showed that failure may not always be a good teacher, often because ego gets in the way. Eskreis-Winkler and Fishbach write that failure can be a big hit to one’s ego, which may reduce motivation. And when the researchers removed ego from the equation by having some people learn from others’ wrong answers, not their own, participants learned equally from failures and successes. “Because people find failure ego-threatening, they will disengage from the experience, which means they stop paying attention, or, tune out,” the researchers write (for more check out the Chicago Booth Review article).
Also, learning from failure requires the person to be open enough and aware enough to notice the potential causes of the failure. Not all leaders are in this category. There may also be hundreds of reasons for failure and so attributing particular causes that directly led to the failure may not always be easy.
For more research on the myth of failing fast check out this article that reviewed research on failed companies and industries.
For change and transformation practitioners, it’s essential to approach the notion of failing fast with a critical eye. While failure can certainly provide valuable lessons, it should not be glorified or pursued at the expense of achieving meaningful outcomes. Instead, change practitioners should strive to create an environment where both success and failure are celebrated as opportunities for learning and growth, especially in contexts where a lack of trust may hinder progress.
Embracing a Balanced Approach to Learning
Rather than focusing exclusively on failing fast, change practitioners should adopt a more balanced approach to learning—one that encompasses both success and failure. This entails recognizing that success can be just as instructive as failure and that meaningful insights can be gleaned from a variety of experiences.
One effective strategy for embracing a balanced approach to learning is to leverage the retro process following both successful and unsuccessful change initiatives, including the implementation of a new ERP system. By examining the external factors and other factors that contributed to the outcome—whether positive or negative—change practitioners can identify key insights and lessons learned that can inform future efforts.
Amy Edmonson, in her booked titled “Right Kind of Wrong” makes a case for learning from “intelligent failure” with the four following attributes …”it takes place in new territory, the context presents a credible opportunity (in relation to risk) to advance toward a desired goal, it is informed by available knowledge, and finally the failure is as small as it can be to still provide valuable insights” (to read more check out the HBR article).
Additionally, change practitioners should cultivate an organizational culture of psychological safety within their organizations, where individuals feel empowered to take risks, experiment with new ideas, and share their experiences openly, especially when adapting to a new system. This not only promotes knowledge sharing and collaboration but also fosters a mindset of continuous improvement and innovation.
Leveraging Success as a Learning Opportunity
While failure often receives more attention in discussions about learning and innovation, success can be equally instructive. When a change initiative achieves its intended outcomes, it’s important for change practitioners to reflect on the factors that contributed to that success and identify best practices that can be replicated in future endeavours.
There is also plenty of evidence that support a ‘strength-based approach’ to learning and development, i.e. focusing on what a person does well and has had successes in. This approach focuses on extending the strength of a person rather than focuses on the weaknesses. Check out the Gallup article on creating a strengths-based culture.
One effective strategy for leveraging success as a learning opportunity is to document and share success stories within the organization. By highlighting examples of successful change initiatives and the strategies that led to their success, change practitioners can inspire and motivate others to adopt similar approaches in their own work, especially those outlined in a change management plan.
Change practitioners should encourage a mindset of continuous improvement among their teams, where success is viewed not as an endpoint but as a milestone on the journey toward excellence. By celebrating successes and acknowledging/reinforcing the hard work and dedication of key stakeholders, change practitioners can reinforce positive behaviours and drive sustained performance.
Integrating Learning into the Change Management Process
Learning should be an integral part of the change management process, woven seamlessly into each phase of the strategic change initiative. From the initial planning stages to implementation and beyond, change practitioners should prioritize reflection, feedback, and continuous improvement to drive successful outcomes and help implement the new strategy.
During the planning phase, change practitioners should conduct thorough research and analysis to identify potential risks and challenges related to poor organizational change management, and develop strategies to mitigate them. Learn from what has or has not worked in the past. By incorporating lessons learned from past experiences, change practitioners can increase the likelihood of success and avoid common pitfalls.
During the implementation phase, change practitioners should monitor progress closely and adapt their approach as needed based on real-time feedback and data. By remaining flexible and responsive to changing circumstances for the long term, change practitioners can optimize their strategies and increase their chances of achieving their objectives.
Following the completion of a change initiative, change practitioners should conduct a comprehensive review to evaluate the outcomes and identify areas for improvement. By soliciting feedback from stakeholders and conducting a thorough analysis of the results, change practitioners can extract valuable insights that can inform future efforts and drive continuous improvement.
In the ever-evolving landscape of change and transformation, the ability to learn from both success and failure is essential for driving meaningful outcomes. While the concept of failing fast has gained popularity in recent years, change practitioners must recognize its limitations and adopt a more balanced approach to learning—one that values both success and failure as opportunities for growth and improvement.
By embracing a culture of continuous improvement, fostering psychological safety, and integrating learning into every phase of the change management process, senior executives, change leaders, and practitioners can position their organizations for success in an increasingly competitive and uncertain environment. By leveraging the insights gained from both successes and failures, change leaders and practitioners can drive meaningful change and transformation within their organizations, ultimately leading to sustained growth and success.
A change impact is the direct result of an initiative that alters how people understand, perform, and experience their work, requiring time and adaptation to embrace new ways of operating. Looking deeper, it’s important to dive deep into many examples of impacts, examine the distinction between change impact assessments and perceived impacts, explore how impacts are managed at project, business unit, and enterprise levels.
Understanding Change Impact
A change impact occurs when an organisational initiative transforms the experience, behaviours, or responsibilities of employees or customers. These changes may involve new systems, processes, roles, policies, or even shifts in customer interaction, each demanding varying levels of adjustment.
For example:
Introducing a new system may require subject matter experts to contribute to system design, end-users to attend information sessions, train superusers, and receive briefings and hands-on training, eventually embedding the system into daily operations.
Rolling out a new customer-facing process might impact frontline employees’ scripts, reporting protocols, and the customer journey, requiring revised training, updated communication, and monitored feedback.
Impacts in Change Impact Assessment
Change impact assessments (CIA) are formal exercises conducted by change managers to systematically evaluate and document the nature, breadth, and severity of anticipated impacts on stakeholder groups. This process typically compares the “current state” versus the “future state” and identifies who will be affected, what will change, when those changes will occur, and how severe the impacts may be.
Typical categories of change impacts include:
People: Role changes, skills required, team structures, new responsibilities.
Technology: New platforms, system integrations, changed user interfaces.
Customers: Adjusted service processes, different touchpoints, shifted expectations.
Change impact assessments drive the development of change management strategies, help mitigate risks, and ensure tailored activities and communications for impacted groups.
Perceived Impacts from the End User’s Perspective
While change managers articulate impacts as identified in impact assessments, end users and target audiences often perceive impacts through the lens of tangible activities and interventions:
End User Perception: End users may see impacts as more immediate activities such as training sessions, workshops, communications, meetings, or changes in their day-to-day workflow. For them, “impacts” are what alters their routine, requires their participation, or changes their expectations and deliverables.
This distinction is critical: impact assessments document what is objectively changing, whereas perceived impacts are what end users subjectively experience.
Concrete Examples of Change Impact
Here are additional examples illustrating varied change impacts:
A new HR platform that automates leave requests changes both back-office processes and how employees manage personal time off, requiring training, updated policies, and FAQ sheets.
A business division restructuring creates new reporting lines, necessitating job description updates, role mapping sessions, and team realignment meetings.
Transitioning to a remote-first work environment demands workflow system changes, digital communication protocols, and employee engagement activities.
More inspiration, examples, and scenarios can be found throughout the Knowledge Centre, such as in the articles:
At the project level, change impacts are most acute and easily mapped, and are directly tied to specific deliverables and stakeholder groups. Change managers identify and prioritize impacts, tailoring interventions such as communications, training, support resources, and feedback mechanisms.
Example: Implementing a new inventory management system; project-level impacts include changes to stock tracking processes for warehouse staff, updated reporting workflows for supervisors, and new ordering procedures for procurement.
Business Unit / Division Level
Business units or divisions experience cumulative and overlapping impacts from multiple concurrent projects. Management must consider resource capacity, operational continuity, and the risk of “change saturation”, where too many initiatives and impacts overwhelm teams.
Effective impact management demands aggregation of project-level assessments, coordination of timings, and prioritization of initiatives.
Example: A retail division launching two new sales systems and a revised product policy within six months may require a coordinated rollout to balance staff workload, avoid confusion, and maintain morale.
Enterprise Level
At the enterprise level, holistic visibility over all change impacts allows for “air traffic control”, balancing and sequencing changes for optimal organisational health. Leaders use enterprise change portfolios to oversee major projects, recognize interdependencies, and prevent conflicting or excessive impacts.
Enterprise Change Control: Techniques include impact heatmaps, capacity planning, project portfolio reviews, and centralised communications.
Example: An enterprise-wide transformation program spanning digital, regulatory, and customer excellence initiatives needs a structured framework to align impacts, support business units, and report on progress.
More advice and methods for managing impacts at scale are found in:
The Knowledge Centre—covering best practices, impact prioritization strategies, and enterprise change management guidelines.
It’s important to distinguish project impact evaluation (used in program evaluation to measure observed outcomes and causal attribution) versus change impact assessment (used in change management to anticipate and plan for people impacts).
Dimension
Change Impact Assessment
Impact Evaluation
Timing
Conducted before/during implementation
Conducted after implementation
Purpose
Identify and plan for impacts
Measure outcomes and causal effects
Focus
Stakeholder experience, operational risk
Actual change and its effects (intended/unintended)
Example Output
Change impact assessment, stakeholder impact plan
Performance metrics, evaluation report
Building Resilient Change Across Levels
Managing impacts effectively requires collaboration, continuous feedback, and alignment of project-level activities with business unit and enterprise priorities. Key tools include:
Change calendars and heatmaps
Stakeholder engagement plans
Impact tracking dashboards
Change saturation analysis
Change impacts shape not just project success but the overall experience of employees, customers, and stakeholders. By distinguishing between change impact assessments and user-perceived impacts, and managing at project, business unit, and enterprise levels, organisations create a coordinated framework for change by optimizing resources, reducing risk, and enhancing adaptability.
