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A discussion popped up today in a LinkedIn group about the “owner” of the change. I always find these discussions interesting for their range of perspective and for the consistency that many hold to assumptions and narrow methods. As a client that would make me a little nervous since I would hope my external change management consultant sees through common change foibles.
Some answers-
- The executive responsible for the change
- The change agent
- The passed to leader (usually a director)
- All the stakeholders
- The CEO
- The change management consultants
There is a theory in quantum mechanics that it is possible the future influences the present (and possibly the past). I dug into it in a recent Discover Magazine article.
And did my best to understand the true meaning for quantum mechanics, but big picture mentality that I have…
I got to wondering how that might look for the change process.
It could mean there are multiple versions of result and effect. Basically versions of success and failure. Successful establishment of process and an adaptation of culture to speed change if the future has anything to do with it should be the hand that pulls in the present.
As with any buzz term (employee engagement being high on the list of buzzes), group think and assumptions cloud a clear understanding of a motivated individual…
Bringing your dog to work might be cool and something to brag about with your friends and running with an impassioned leader may feel good, but having your work matter and understanding why is the ultimate motivator.
This is a preview of Employee Engagement- You can almost hear the buzzing . Read the full post (181 words, 1 image, estimated 43 secs reading time)
These are the core phases of a change management initiative (I know not what you are used to seeing).
Idea
Engagement
Big Picture/Vision
Engagement
PMO approach
Disbanding
Idea-
Every change starts with an idea. The idea can develop into change. For that to happen a connection to both stakeholders and the business strategy of the organization will have to be made. The idea needs to become a clear picture of a spot to head to.
Engagement-
Change is so loaded with energy you can almost smell the flame.
What will you, along with your change practitioner need to do to start, contain, fuel and manage that fire?
Start-
Change can begin spontaneously from hidden sparks of energy, It can be the result of an external environmental influence, like a lightning bolt in nature. Or it can be a perfectly built campfire ready for a match to begin the controlled burn. Be aware of how change can, will and could start in your organization and take the steps to have resources and process to deal with the different catalysts for energy.
This is a preview of Energy- Fueling and Controlling the fire of Change . Read the full post (401 words, 1 image, estimated 1:36 mins reading time)
My simple definition-
The process of moving an organization and its people to a different and better state.
A good change agent does this in a way that links the context of work to the bigger picture, enlivens the culture of the organization, makes the right lists for the right people and does so with an empathetic and business approach.
A really good change agent (here I am thinking exclusively external although with the right leverage and status it could be possible for an internal change agent) does all of the above while also improving operational efficiency, developing employees-especially future leaders and layering in a replicable process for the next corporate initiative.
What entity, element or approach do you have in your organization that links the separate parts together? And no you the CEO or senior leader does not count (although you do get credit if you assumed that was your responsibility).
HR would like to have that ownership and there is a history in the literature trying to prove and justify their role. But because of the nature of many of the HR functions, governance, performance, compensation etc, it works best as a transactional function.
This is a preview of Change Management as a Corporate Strategic Element . Read the full post (402 words, estimated 1:36 mins reading time)
If I were a stakeholder (have been many times) my answer would be something like-
A process that clearly illustrates to me the positive effects for both business and people of my contribution.
If I were an executive responsible for change-
The realization of a corporate strategy through productive, efficient utilization of resources.
For Vision to Work it is-
Both of the above plus a change in the organization itself for the better.
Truly successful change management starting at the highest levels and flowing through the organization would:
 Touch a thread and something will happen Good change management is the process of weaving a web of communication, collaboration and understanding across, up and down and around the organization.
A good change management consultant will intuitively know what will happen when one of the silk threads of the web is grazed. Because something always happens.
An excellent, experienced consultant will teach the client the same and then tie that to business objectives.
Permanent link to this post (74 words, 1 image, estimated 18 secs reading time)
In addition to translating the end state there are phases of change which have their own translations.
- Idea to Plan
- Plan to Action
- Action to Use
Stage to stage there are individuals who act as the translators. The Idea phase may be the translation of a Vision through End State to a Plan. That would be a hand off from the first horizontal (including the CEO) to another group or individual leading the Plan. Then the PMO or project oriented team members translate to Action (lists, accountabilities, risk management, PMO expertise). The actual Action, the items on the list, are translated by the project team to individuals. Finally those actions become the basis for Use (with technology and process change) or behavior in the case of transformational change.
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