Change 360 eBooks and Consulting

Based on our experience in managing large-scale change in various industries and cultures, we have identified six principle reasons why long delays were encountered and/or why changes were not effectively implemented. 

Our Thoughtware section describes each of these six change management challenges, as well as the methodologies we have used successfully to overcome them.  

Given enough time and money, you can get people to make the changes you have planned.  The question is what is the best way to focus your scarce resources to get people’s support in order to realize the improvements in performance you have planned to achieve?  And just as important, how can this support be obtained quickly, so you can beat your competitors to the punch?

When you talk privately with business executives about the massive investments they have made in enterprise information systems, business process re-engineering, supply chain management, and other large-scale change initiatives, most will admit that the results obtained were positive but fell short what was planned.  Are change initiatives really so difficult to implement? 

The answer is both "yes" and "no."  Managing change is difficult and we are not here to announce a break through idea that can produce fast and effective change all by itself.  Based on our experience in helping clients manage large-scale change in different industries and cultures, we have however, identified six "key" change management methodologies or approaches to solve six troubling problems that can make change slow and/or ineffective.  These six keys represent methodologies are not so complex in construct and most importantly - they work!

The first key, BUSINESS CASE, involves conducting an economic analysis of the expected benefits and costs associated with the proposed change initiatives.  The purpose of this analysis is to be sure the change journey is worth taking and to accurately prioritize change initiatives.  From a change management perspective, perhaps the most important part of the business case is a sensitivity analysis based on different assumptions about the time required to implement the change initiatives and the degree cooperation obtained from those whose jobs are affected by the planned changes.  In this manner the incremental benefits of a comprehensive change management program can be weighed against their costs to derive an appropriate budget.  Without this kind of analysis, it is often difficult to obtain the level of funding required for change management activities that will produce a fast and effective implementation.  

Some degree of initial resistance to planned change initiatives can be expected.  The second key describes an approach we have used successfully to overcome the initial RESISTANCE to change.  Resistance to change is not most strongly expressed when the proposed changes are initially unveiled because there is widespread denial that changes will be pushed through.  After denial and anger. depression will likely follow.  This is the critical period which must be made as brief as possible to allow the targets of change to at least conditionally accept the changes and begin testing the role they are being asked to play. 

The third key relates to ensuring that change targets possess the COMPETENCIES they will require to perform as planned.  Nothing can de-motivate a worker faster than to ask him/her to perform at a level, for which, they lack the necessary competencies that enable performance.  Our third key will show you how to address this issue.

Change sponsors have the power to push change as a result of their control over consequences.  Change agents possess the skills and ability to influence the targets of change.  The fourth key describes how we LINK the efforts of change sponsors and agents in a dynamic process that keeps the momentum of change moving in the right direction.

Lack of sustained sponsorship is one of the most frequently observed reasons why change initiatives fail to reach their potential.  Sponsors are typically easy to get on board, but difficult to keep - in terms of maintaining their active and enthusiastic support.  The fifth change management key is about sustaining the active support of SPONSORS.

The targets of change don't often simply refuse to accept change.  Once they are past the "valley of despair" and begin testing a certain level of acceptance, resistance takes the form of half-hearted effort.  Our sixth and final key outlines our approach to maximizing discretionary EFFORT. 

Just click the buttons below to see more details about our six change management keys.  If questions about our methodology remain, please send us an E-Mail.

Thoughtware:

the Six Keys to Change Management