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Plan ahead for levels of growth by structuring your organization with a change component.
Each layer of growth in a firm typically adds a layer of titles; each new title has the potential to create a new silo. Eventually it becomes difficult to move the organization fast enough to grow again.
If from the first stage of growth someone is responsible for horizontal connections (collaboration, communication, training across functions, diagonal mentoring etc) your culture will build around working together on the companies business objectives.
This is a preview of Planning for Change from the Beginning- Change Management for fast growth companies . Read the full post (225 words, 1 image, estimated 54 secs reading time)
Trends I am seeing that will influence change management’s future-
- Stakeholders get it- often more so than their leaders
- Executives are trying to establish control over the various organic change movements within their organizations
- External consultants are endlessly debating the definitions of project management (PM) and Organizational Change Management (OCM)
- The Big 3+ firms are subbing independents for strategy and high level change work
- PMO’s are being used less and less as the placement area for change agents and change management consultants
This is a preview of One future of Change Management- Up high, partly inside and boutique . Read the full post (253 words, estimated 1:01 mins reading time)
 Do you sit on the first horizontal or hold the coveted position of king and are searching the kingdom for solutions? Does it seem simple from the throne? You know bring ‘em in, slay the dragon, have a big feast and change the kingdom?
If I might have a word with the king…
What you are thinking of is CHARGE.
With good armor and that chosen knight and some fireproofing undergarments you could probably get the dragon. But you also have the problem of that other king guy across the bog, reports (family?) with a history of slaying to get ahead and Dukes and Duchesses that always seem to be out of earshot.
This is a preview of Bring me my Lady/Knight in shining armor- ChaRge becomes ChaNge . Read the full post (220 words, 1 image, estimated 53 secs reading time)
 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.
Ruffle feathers Contrarianism
There is a square peg into a round hole perspective with change management that jumps out of everything I see written.
It is an approach to change that relies on pushing, coaxing, forcing, driving, convincing rather than understanding, leadership, empathy and clearly defined end states. It is a perspective that guides everything that happens in change management and it has worked its way into the executive suite. It is based on two factors straight from Kotter (whose approach has a strangle hold on the change management community and by extension their clients).
Overcoming resistance
This is a preview of CEO perspective on change- Even McKinsey is following the status quo . Read the full post (483 words, estimated 1:56 mins reading time)
An idea starts, a strategy forms, a new tool appears. Change will follow.
In order to get from beginning to end of the change that original seed will have to go through what I call Translation. For change to be successful that seed will have to be turned into work. To get the work to happen, context for the stakeholders will have be connected to big picture. Or if they are instantly on board their list of work will have to be presented to them. Getting there is the translation.
This is a preview of Translation- Vision to End State Context to Big Picture . Read the full post (321 words, estimated 1:17 mins reading time)
An oxymoron that I can’t seem to get out of my head.
Of course it is… and it isn’t.
CEO’s rate their ability to manage change 22 percent lower than their expected need for it — a “change gap” that has nearly tripled since 2006.
IBM. (2008). The Enterprise of the Future. White Paper
http://preview.tinyurl.com/7gtn5w
So now the status quo is slow change?
Permanent link to this post (66 words, estimated 16 secs reading time)
Sorry a tease I am not ready to tackle this yet. But suffice it to say if you are an executive and a consultant mentions Kotter you would do well to get a second opinion. And look closely at any current program or certification (I will leave out the name but do a change management search and they will rank high-later post) that has Kotter as its foundation.
Any method or approach that bases itself on “best practices” is first a few years behind and second grabbing data from one group to answer questions phrased from a different group. Data for one thing that is not the study focus. And run away fast as an executive from anyone who gained their expertise from a study…
See Glossary for definition http://blog.visiontowork.com/?p=49 but basically any change that uses money from an executive who either is the CEO or reports to the CEO (although in Fortune 50 it could be the next horizontal). Any title below SVP means they are the project manager.
I know a harsh definition because there can be multi million dollar initiatives run (key word here) by Directors.
A call to C level executives (and board members)- there is a huge, expensive gap in every organization I have seen in the last 15 years in terms of effectively tying people to business objectives for grand ideas and huge corporate initiatives.
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