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At it's most basic, you need a beginning, a middle and an
end. The beginning is your
reason, your driver, that which must be changed in order to improve the
performance of your organisation or ensure it’s long-term success.
The middle is your strategy; how best to bring the change
about, which tools are needed, your constraints, business risks, details
of those who will be impacted and budget. The
end (which is really another beginning) is your implementation of the
strategy; you might prepare a business case, project plan or
implementation plan at this stage.
The
three stages are outlined in more detail below and include examples of
some of the tasks one might undertake at each stage.
The
beginning
Conduct research to investigate whether the perceived drivers
or reasons for change are correct and compelling enough to undertake a
change programme. For example:
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Interview key customers and employees.
Be specific. Focus on
and document objective responses in the first instance but do not dismiss
the subjective.
·
Identify the areas of the business, people and
systems that would be affected by any changes.
Document how they might be affected.
·
Confirm that your findings represent an accurate
picture; present them to relevant decision makers, key customers and
employees. Seek feedback to
determine accuracy and to identify any gaps.
If, at the end of this stage, you find there are compelling
reasons to undertake a change programme, you are ready to develop your
strategy.
The
middle
Write your strategy, which will summarise why the change is
required and outline the best way to bring it about.
For example:
·
Detail the drivers for change and summarise the
outcome of your research into this.
·
Detail the benefits to the organisation of the
change you wish to bring about. Make sure this is in line with your
organisation’s overall business strategy.
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·
Detail the risks to the organisation if the change
is not made and how these are likely to present themselves.
·
Include details of all stakeholders.
·
Include a high-level approach for implementing the
change and summarise the resource and capabilities requirements.
Present your strategy to your management team and key
stakeholders for approval and sign-off.
The
end
That is, the end of the detailed investigation.
You are now approaching the runway; your programme take-off is
around the bend.
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You
must now:
·
Identify a sponsor or sponsors.
·
Identify a project manager.
·
Develop the project plan (which must be linked back
to the strategy document), a management plan and project initiation
document (PID).
·
Develop the change management strategy.
Present
all plans to your sponsor(s), management team and key stakeholders for
approval and sign-off and get authorisation to launch your programme.
Disclaimer
This was a brief walk through some of the pre-stages of a
change programme. It is not
comprehensive and should, therefore, only be used as a broad guide to what
might be required. If you
would like more detailed guidance or an initial talk with one of our
advisers,
please e-mail info@amosbutler.com
or telephone 07960 588 834.
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Amos
Butler associates provide advice and hands-on assistance to companies
wishing to review their current practises or wishing to make changes
within their organisation. We work with medium-sized to large
organisations within the private and public sector.
We
have managed and delivered change programmes ranging from HR to
information technology and have over 15 years of change management and
process re-design experience between us.
If
you would like to talk to us about planned changes to your company's or
department's ways-of-working, either e-mail info@amosbutler.com
or call us on 0845 125 9612.
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