| The rate of organizational change has not slowed in | | | | A senior executive is nominated as Program Sponsor. |
| recent years, and may even be increasing. In spite of | | | | 2. Planning |
| the importance and permanence of change, most | | | | Planning is conducted methodically before program |
| change initiatives fail to deliver the expected | | | | implementation and committed to writing. Plans are |
| organizational benefits. It is little wonder then that the | | | | agreed with major stakeholders and objectives, |
| fear of managing change and its impacts is a leading | | | | resources, roles and risks are clarified. |
| cause of anxiety in managers. | | | | How this principle can be applied: |
| To lend assistance, there are now available many | | | | A Business Case is written and approved prior to |
| guides to help change agents drive and manage | | | | implementation. |
| change. These serve a very valuable purpose. | | | | 3. Measurement |
| Nonetheless, guidebooks can only assist so far. Every | | | | Program objectives are stated in measurable terms |
| organization is different; different structures and | | | | and program progress is monitored and communicated |
| processes, different environment and different culture, | | | | to major stakeholders. |
| just to begin with. No guide, no matter how | | | | How this principle can be applied: |
| comprehensive, is able to offer prescriptions to suit | | | | Program milestones are defined. |
| every company's particular circumstances and | | | | 4. Engagement |
| objectives. | | | | Stakeholders are engaged in genuine two-way |
| Add to this the fact that bringing about change in | | | | dialogue in an atmosphere of openness, mutual |
| today's organizations is fundamentally about changing | | | | respect and trust. |
| people's behavior in certain desired ways. Implementing | | | | How this principle can be applied: |
| the new accounting system hardware and software | | | | Employee representatives sit on the program steering |
| and distributing the new procedures is only the start. | | | | committee. |
| Managers, supervisors and operators need to be | | | | 5. Support structures |
| engaged enough to use the new system effectively. | | | | Program implementers and change recipients are |
| Much of the change process is about developing and | | | | given the resources and supporting systems they |
| nurturing relationships. An approach that displays | | | | require during and after change implementation. |
| integrity and engenders openness and trust with all | | | | How this principle can be applied: |
| employees is a necessary ingredient of success. This | | | | New procedures are documented. |
| goes to the heart of what change agents, sponsors | | | | The social, legislative and business environment is |
| and implementers are as opposed to what rulebook | | | | changing constantly. This permanent state of flux is |
| they follow. | | | | placing increasing demands on our managers to |
| A principled approach to initiating and managing change | | | | proactively drive change and on our employees to be |
| will fill in the gaps left by the guidebooks and bring to | | | | ever adaptable. Rulebooks and guides can only go so |
| life the human dimension of change. There are five | | | | far in providing assistance. The recognition and |
| principles that generally underlie successful change | | | | adoption of certain change principles will fill in the gaps |
| programs. These principles are supported by a wealth | | | | and provide the necessary human dimension to any |
| of research and experience and are summarized | | | | change initiative. |
| below. Adopting these principles in both spirit and | | | | Such principles will need to center on the importance |
| practice will enhance significantly your program's | | | | of executive sponsorship, methodical planning, goal |
| chance of realizing its proposed benefits. Let us look at | | | | setting and progress reporting. In addition, the human |
| each of these principles in turn. | | | | dimension of change will need to be embodied in such |
| 1. Sponsorship | | | | principles as the value of engaging the various |
| The change program has the visible support of key | | | | stakeholders and providing initial and ongoing support to |
| decision-makers throughout the organization and | | | | the change implementers and recipients. |
| resources are committed to the program. | | | | 2006 © Business Performance Pty Ltd. All rights |
| How this principle can be applied: | | | | reserved. |