Change management methodologies - what works?

What are the practical approaches to implementing change that deliver results and reap the benefits?

Change management is all about process and people - ultimately it's all about people and processes that work for people. So of all the current change management models theories and ideas, knowing how to create a step change initiative that addresses this and that actually delivers the benefits - is the only thing that really matters.

So, in order to be able to do this, it needs to:

- Be holistic and take a wide perspective.
- Focus you on addressing issues and aspects that otherwise get overlooked.
- [Most importantly] address the people impacts and issues arising as a direct and indirect result of your change initiative.

In considering any step change initiative - in any organisation, in any sector and any location, we need to be asking and seeking answers to these simple questions:

- How am I going to manage all this so that it happens and I succeed?

- How's it going to be different when I've made the change?

- Why am I doing this - how's it going to benefit me?

- How will I know it's benefited me?

- Who's it going to affect and how will they react?

- What can I do to get them "on side"?

- What steps do I have to take to make the changes and get the benefit?

- What are the risks and issues that I'll have to face?

Given that the people aspects of change is the overwhelming issue - it is interesting to see that the concept of an emotional journey through a recognisable path of reactions and responses has been recognised and factored in to all modern models of how to manage change. So clearly, taking into account the psychological impacts of change and management of the transitions is key to successfully managing a step change.

And this can only be consistently achieved by addressing all of the key factors that will make it possible. In my view the programme management based model addresses all of these critical areas by focusing on a holistic approach that takes full account of these people issues.

The programme processes of establishing a blueprint of the changed organisation, with clearly defined benefits of change, and thorough attention to the stakeholder mapping and analysis will facilitate the creation of detailed communication strategy that addresses key stakeholder concerns.

Here are the key components of a programme-based approach to leading a step change - as they naturally arise from the answers to the original basic questions that any step change initiative needs to address:

(1) Programme organisation structure - "How am I going to manage [or lead!] all this so that it happens and I succeed?"

(2) Blueprint - "Why am I doing this - how's it going to be different?"

(3) Benefit profile & management - "How will I know it's benefited me?"

(4) Stakeholder map - "Who's it going to affect and how will they react?"

(5) Communications strategy - "What can I do to get them 'on side'?"

(6) Programme plan and project portfolio - "What steps do I have to take to make the changes and get the benefit of this change?"

(7) Risk log and risk management - "What could go wrong - what are the risks and issues I'll have to face?"


Stephen Warrilow: www.strategies-for-managing-change.com