People, Process and Technology are three pillars of change management. In this blog, I am going to look at the process side of change management. Although Process has a considerable overlap with other two aspects, there is still room to look at process in isolation. Borrowing from the simple yet effective model of Lewin, Process can be unfreezed, analysed and repackaged as shown in the below diagram.
Figure 1: Transforming Cube to Cone
In 2012, the renowned management guru and business book author Steve Denning wrote an article entitled “The Case Against Agile" which had almost 80,000 views and caused a lot of debate in management circles.
Here, Denning debunked the top ten objections put forward by organisations as to why Agile cannot possibly work for them.
“…in this world, nothing can be said to be certain, except death and taxes.”
The famous quote by Benjamin Franklin has never been truer than today.
As political certainties are turned upside down and surprises come at us from all angles, organisations could add another rare certainty: CHANGE. And change is, err – changing.
Of course, business has always known that change is inevitable. But in the past, most of it happened over time.
Whilst your organisation has been successfully growing the business, are the controls and processes that were originally implemented, still fit for purpose?
The news feeds and press are rife with companies suffering from major challenges, potentially serious enough to put the organisation out of business, along with many smaller firms in their supply chains. The most recent sad demise of Carillion, being a prime example.
People say that these challenges can be traced back to one or two badly contracted or managed deals, at an aggressively competitive moment in time.
#Digital-Learning #Learning #Talent-Management
Marketisation is a term usually reserved for companies gaining initial exposure to “market forces.” In this case, I feel the word applies well to what is happening within the Learning & Development (AKA, Learning & Capabilities) space of HR and Talent Management. In this case, the market forces are the manager and teams that live day to day in your business; they are the consumer.
Cutting corners is nothing new, yet many companies continue to try and save money at any cost, without really considering the risk.
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“Implementing change is the journey, sustaining change is the destination”
As change facilitators and leaders, most of us have seen that it’s helpful to have a change plan, and to follow some kind of framework or change model that reminds us of the essentials that will help us to guide the organisation through the change we’re helping to deliver.
And I know from my own experience, and from discussions with my colleagues, that the framework, no matter which one or how diligently followed, is not a guarantee of successful change.
“Creating and executing the recipe for change”
In this article, I’m going to explore the Stakeholder Preparation stage of my change framework which is primarily all about performing the activities to physically prepare the individual, team or organisation for the changes ahead. Technically performing awareness or education type activities is preparation, however, I like to think of this stage being more of the ‘to do’ list of the business that they need to complete before any change is implemented.