Moore & Associates' change management methodology is comprised of 4 major categories required in a large-scale change initiative. Executive teams who plan, lead and implement change by assimilating the 4 critical areas can manage and lead change more effectively, and with practice and learning, master change and create more change resilient organizations. Here is a snapshot of the 4 critical areas and a few items to consider in each.
Creating the Vision for the Change - tied to the organization's strategy and mission.
Is the case for change and the details that support it clear and compelling to all stakeholders?
Developing Followership for the Change - and communicating the vision and the details of the change.
Who will lead the communication strategy at every level externally and internally for every aspect of the change and can generate positive feelings and emotional buy-in?
What are the strategic and tactical plans for addressing the human side of the change and transition process, thereby developing followership and buy-in for the change before, during and after the changes are put into place?
Implementing the Vision of the Change - while current operations are attended to.
How will the current work and deliverables be handled while the changes are being implemented?
Down to each person's role during the transition period, who and what functions will be attending to currrent operations, and who and what functions will be implementing the new changes?
Who will ensure that both groups - those responsible for continuity management and those responsible for change management - are given the resources they need, and are valued and rewarded?
Following Through on the Change - and enforcing the change such that the new changes, over time, become the status quo.
Resistance for the change is a natural and necessary part of the process. What is the explicit plan for seeking out and addressing resistance?
What unconscious forces may be at work to cause the plan to fail?
Starting with senior management, what are the new required behaviors and management practices at all levels for making the change stick? How exactly will the new behaviors be developed and enforced and the old behaviors be called out and addressed?
Transformational change implies changing undesirable and outmoded cultural values, beliefs and attitudes. How and by whom will the old cultural patterns be monitored while the new are being cultivated?
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