At its core, Change Management is the organised process of implementing change – whether through Stakeholders, Company Processes, Production set-up & systems, Logistics, Finance and Operations, etc.
It is important to note that it should include a system to document in detail the changes implemented and the effect / impact of the associated change. This is for measurement purposes (including actual ROI), but also this is necessary should you need to reverse the change at a later stage.
The starting point is for the leadership team to understand the reasons for change. As an example, it could be due to ever shortening of product life cycles, increasing reliance on automation / technology, increased competition levels / new competitor, impact of new technology, change in customer requirements or impact of social media.
We believe that organisations will increasingly need to formally review all elements and processes that are involved within the commercial enterprise.
Part of the planning process for implement change should include reviewing:
- Goals and objectives of the proposed changes
- Prepared financial budgets and contingency planning
- Required resources
- Time frame
- Project plan
- Likely impact on the running business
There are various classically recognised Change Management models, such as Kurt Lewin’s 3-Step Change Model, John Kotter’s 8-Step Process for Leading Change, The Prosci ADKAR Model, The Plan-Do-Check-Act Cycle – all of which have their merits.
For a successful implementation programme, it is critically important to:
- Ensure that the leadership team have gained “buy-in” from all stakeholders and therefore communication throughout the entire enterprise it vital.
- Clearly define realistic goals and objectives of the programme.
- Define measurement criteria.
- Continuously measure performance against a critical path and adjust where necessary.
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