| Have you ever tried to lead a major organizational | | | | implementing a complex change - in much the same |
| change that failed? I did years ago, and it hurt! I still | | | | way that you use a structured process to manage |
| remember the sting and the embarrassment of having | | | | any other project. |
| to retract all of my bold statements and retreat from | | | | Here are the key steps to make sure YOUR change |
| my position. | | | | is one of the 25% that succeed: |
| That's why, ever since, I've been an avid student of | | | | 1. Widen the circle of involvement to ensure that key |
| how to make organizational changes successful. | | | | stakeholders are involved, not just informed, every |
| Today, after leading and consulting on dozens of big | | | | step of the way. |
| organizational changes, I advise clients on how to avoid | | | | 2. Assemble a change leadership team. Some |
| all of the mistakes I made and ensure that their | | | | members of this team may be needed for just the |
| changes will be smoother and more successful. | | | | project start-up, but others will need to stick with it |
| O.k., it's time to spill the beans: The #1 reason changes | | | | through the entire change. Keep the membership |
| fail is NOT that the change was driven by a bad | | | | flexible enough to accommodate this. |
| business decision, although that sometimes happens. It's | | | | 3. Choose an appropriate organizational change |
| not IT's fault. People love to blame IT for failed change | | | | methodology for the scale and depth of the change. If |
| ("If only their technology had met our needs, we could | | | | you need to incrementally improve processes, it will |
| implement a whole new way of doing business..."), but | | | | require a different approach than if you want to |
| that's rarely the reason a change fails. | | | | radically alter the fundamental way you view and |
| No, the #1 reason organizational changes tank is this: | | | | manage the business. |
| the failure to manage the subjective human side. This | | | | 4. Regardless of the scale and depth of change, |
| includes aspects such as: | | | | create and sustain: |
| * The uncomfortable individual process of experiencing | | | | -- highly visible leadership |
| change - the loss, feelings of uncertainty, denial, and | | | | -- a means to effectively develop any skills and |
| general discomfort that nearly everyone experiences | | | | capabilities the organization will need |
| to some degree, from your most seasoned director to | | | | -- a two-way process for communication throughout |
| your youngest individual contributor | | | | the change |
| * Inattention to organizational politics - the change | | | | 5. Pay attention and adjust as you receive feedback |
| initiative gets sabotaged, intentionally or not | | | | throughout the change. You can't predict everything |
| * Inattention to developing the information, knowledge, | | | | that will happen. There will be surprises. |
| skills, and capabilities needed to sustain the change | | | | Remember, failure to manage the subjective, human |
| * The counteracting pressures on individuals, that you | | | | aspects of the change will slow your efforts and |
| and the other leaders may not even realize you are | | | | create a poor end result. Apply this process so your |
| putting on them | | | | organization can not only survive through a big change, |
| You CAN be successful, though, by using a structured | | | | but thrive. |
| process to manage the human aspects of | | | | |