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Put together (to continue the last two posts) the change management process and communications lay out a path to turn idea into work then into result/change/solution. With an understanding of what happens to people, process and connection during that journey the leaders and practitioners can help to connect task to big picture and big picture to competency.
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- Historical approaches and a vertical perspectives are not working. The resulting trend is horizontal change management. Horizontal is the positions of equal "rank" within verticals- like VP sales to VP IT. So there are up eight horizontals depending on the size of the organization. The next trend is to place work in context with the whole. The whole being org. strategy, big picture, end state, direction of growth etc. Once a stakeholder knows how their work fits (which motivates them to participate) then they need to know when and with what effort that participation is needed. 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. If I were a stakeholder (have been many times) my answer would be something like- 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:
One of the key elements of change failure and stakeholder disillusionment (read faster failure next time) is the practice of throwing initiatives into functions.
In addition to translating the end state there are phases of change which have their own translations.
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. End StateThe description of the end of the change process. This would include all of the things that will be different but always in words that illustrate a new state rather than a disrupted current state. Future StateThe end of the change. I also use it to describe the end state before it is officially defined (pre-”Why”). Current StateI am almost tempted to strikethrough this one. This is the change at the beginning. It is not struck-through because an end state process could still work BACK to this. |
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