foreclosures Are there actually any real tangible benefits of change management? Are there any strategies for managing change that can identify and deliver the benefits of change management?
In considering any step change initiative – in any organisation, in any sector and any location, we need to be asking and seeking answers to these simple questions:
- How am I going to manage all this so that it happens and I succeed?
– How’s it going to be different when I’ve made the change?
– Why am I doing this – how’s it going to benefit me?
– How will I know it’s benefited me?
– Who’s it going to affect and how will they react?
– What can I do to get them “on side”?
– What steps do I have to take to make the changes and get the benefit?
– What are the risks and issues that I’ll have to face?
juegos chicas As you create a change initiative, if you don’t know with pristine clarity how’s it going to benefit your organisation – then you are unlikely to realise it.
Sounds obvious, doesn’t it? And I really don’t mean to sound so pedantic – but you would be surprised but how many times I have asked the question: “How will it benefit you and how will you know it’s benefited you?” – and got a vague or general answer along the lines of “we’ll be… bigger… better… closer to our customers… reduce our costs… etc”
The management and monitoring of these processes is key to ensuring that you actually do benefit as an organisation from the planned step change and the new capabilities that the change will be delivering.
Benefit management is the activity of identifying, optimising and tracking the expected benefits from a business change initiative to ensure that they are achieved.
homes for sale The last big key is leadership visibility in support of the project. When the leader uses his/her valuable time on the change effort, the employees recognize that it must be important. When the leader is a role model for new types of behavior, people pick up on it. When the leader communicates openly, including giving straight answers to tough questions, people begin to believe. When leaders react calmly to surprises, people have less anxiety when things do not go smoothly. When the leader follows the Deming prescription to Stay The Course, people recognize that it is not going away and they must deal with it.
The definition of a Benefit must pass four critical tests:
(1) Description – what precisely is it?
(2) Observation – what differences should be noticeable before and after?
(3) Attribution – where in the future business operations does it arise?
(4) Measurement – how will it be measured?
And the definitions should include the following:
- The description
– How it will be measured
– Projected changes from the current business processes and operations
– Inter-dependencies with other benefits
– Key performance indicators in the business operations now and for the future
– Explicit linkages, wherever possible, between projects and deliverables
– Dependencies on risks and other programmes or projects
– Financial valuations
– When it is expected to occur and over what period of time will realisation take place
Leaders have a lot of things to do, a wide range of responsibilities. The leadership activities I’ve described above are in addition to what already fills up their day. It is understandable that once they delegate the change activity, they move on to other things. The majority of high-level leaders have trouble sustaining this visible role. This is a wrong thought process.
If it is important enough to make a change to a large part of their organization, it HAS to be a high enough priority for the leader to stay involved. Many successful leaders find it helpful to have a mentor or a coach to offer guidance when adding this new role You can be published without charge. You can to republish this article in your website or blog. Please provide links Active.
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