Manage Organizational Change Enablement

Purpose:

Maximise the likelihood of successfully implementing sustainable enterprisewide organisational change quickly and with reduced risk, covering the complete life cycle of the change and all affected stakeholders in the business and IT.

Objective:

Prepare and commit stakeholders for business change and reduce the risk of failure

Description:

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Inputs:

• Results of quality of service, including customer feedback
• Confirmed acceptance criteria from stakeholders
• Requirements definition repository
• Risk mitigation actions
• Requirements risk register
• Approved high-level design specification
• Approved detailed design specification
• Confirmed acceptance criteria from stakeholders
• Documented solution components
• Updated solution components and related documentation
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Outputs:

• Communications of drivers for change
• Communications from executive management committing to change
• Implementation team and roles
• Common vision and goals
• Vision communication plan
• Vision communications
• Aligned HR performance objectives
• Identified quick wins
• Communications of benefits
• Operation and use plan
• Success measures and results
• Operation and use plan
• Success measures and results
• Compliance audit results
• Awareness communications
• HR performance review results
• Knowledge transfer plans
• Communications of management’s commitment
• Reviews of operational use
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Controls:

• Enterprise organizational structure
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Task Instructions:

Establish the Desire to Change

1. 1. Assess the scope and impact of the envisioned change, the various stakeholders who are affected, the nature of the impact on and involvement required from each stakeholder group, and the current readiness and ability to adopt the change.
   2. Identify, leverage, and communicate current pain points, negative events, risk, customer dissatisfaction, and business problems, as well as initial benefits, future opportunities and rewards, and competitor advantages, as a foundation for establishing the desire to change.
   3. Issue key communications from the executive committee or CEO to demonstrate the commitment to the change.
   4. Provide visible leadership from senior management to establish direction and to align, motivate, and inspire stakeholders to desire the change.

Form an Effective Implementation Team

1. 1. Identify and assemble an effective core implementation team that includes appropriate members from business and IT with the capacity to spend the required amount of time and contribute knowledge and expertise, experience, credibility, and authority. Consider including external parties such as consultants to provide an independent view or to address skill gaps. Identify potential change agents within different parts of the enterprise with whom the core team can work to support the vision and cascade changes down.
   2. Create trust within the core implementation team through carefully planned events with effective communication and joint activities.
   3. Develop a common vision and goals that support enterprise objectives.

Communicate Desired Vision

1. 1. Develop a vision communication plan to address the core audience groups, their behavioral profiles and information requirements, communication channels, and principles.
   2. Deliver the communication at appropriate levels of the enterprise in accordance with the plan.
   3. Reinforce communication through multiple forums and repetition.
   4. Check to understand the desired vision and respond to any issues highlighted by staff.
   5. Make all levels of leadership accountable for demonstrating the vision.

Empower Role Players and Identify Sort-Term Wins

1. 1. Identify organizational structures compatible with the vision; if required, make changes to ensure alignment.
   2. Plan the training staff needs to develop the appropriate skills and attitudes to feel empowered.
   3. Align HR processes and measurement systems (e.g., performance evaluation, compensation decisions, promoting decisions, recruiting, and hiring) to support the vision.
   4. Identify and manage leaders who continue to resist needed change.
   5. Identify, prioritize, and deliver opportunities for quick wins. These could be related to current known areas of difficulty or external factors that need to be addressed urgently.
   6. Leverage delivered quick wins by communicating the benefits to those impacted to show the vision is on track. Fine-tune the vision, keep leaders on board, and build momentum.

Enable Operations and Use

1. 1. Develop a plan for operation and use of the change that communicates and builds on realized quick wins addresses behavioral and cultural aspects of the broader transition, and increases buy-in and engagement. Ensure that the plan covers a holistic view of the change and provides documentation (e.g., procedures), mentoring, training, coaching, knowledge transfer, enhanced immediate post-go-live support, and ongoing support.
   2. Implement the operation and use plan. Define and track success measures, including hard business measures and perception measures that indicate how people feel about a change, taking remedial action as necessary.

Embed New Approaches

1. 1. Celebrate successes and implement reward and recognition programs to reinforce the change.
   2. Use performance measurement systems to identify root causes for low adoption and take corrective action.
   3. Make process owners accountable for normal day-to-day operations.
   4. Conduct compliance audits to identify root causes for low adoption and recommend corrective action.
   5. Provide ongoing awareness through regular communication of the change and its adoption.

Sustain Changes

1. 1. Provide mentoring, training, coaching, and knowledge transfer to new staff to sustain the change.
   2. Sustain and reinforce the change through regular communication demonstrating top management commitment.
   3. Perform periodic reviews of the operation and use of the change and identify improvements.
   4. Capture lessons learned relating to the implementation of the change and share knowledge across the enterprise.