Module 3 Implementing and Consolidating Change Brian Pink

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Module 3 - Implementing and Consolidating
Change Brian Pink
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Outline of Presentation

• What is the Challenge?
• Implementing and Monitoring Change
• External Perspectives
• Internal Perspectives

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IMPLEMENTING CHANGE SOUNDS SIMPLE ENOUGH BUT
HOW CAN WE ENSURE THAT WE KNOW WHAT IS GOING ON
AND THAT OUR STAKEHOLDERS HAVE CONFIDENCE THAT
WE ARE MANAGING THE CHANGES EFFECTIVELY?
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LEADERSHIP AND TEAMWORK CHANGE
MANAGEMENT IS A DEMANDING AND COMPLEX TASK WHICH
REQUIRES STRONG LEADERSHIP AND STRONG TEAMWORK
AMONGST SENIOR MANAGEMENT OF AN ORGANISATION IF
IT IS TO BE TACKLED AT ALL EFFECTIVELY
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Implementing and Monitoring Change The External
Perspective

• Governance Mechanisms
• A Legislative Framework
• Advisory Committees to Minister or
  Statistician
• Officials Working Groups (Guiding Coalitions)
• Information Development Plans for Sectors of
  Statistics
• Concepts, sources and methods inititaives,
  common frames etc
• Dissemination strategies

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Monitoring and Communicating Progress

• Formal Reporting Mechanisms
• Reports to Government (Cabinet report backs)
• Reports to Paliament (Statement of Intent, Annual
  Report)
• Reports to Advisory Committee
• Contract with, and reports to, Minister of
  Statistics (Annual Output Plan)

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Monitoring and Communicating Progress

• Other External Stakeholder Communication
• Engage with academic researchers
• Participation in seminars, conferences, research
  projects
• Newsletters to
• Parliamentarians
• Key user groups
• Respondent communities
• Media

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IMPLEMENTING CHANGE FROM INTERNAL PERSPECTIVE
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Implementing and Monitoring Change The Internal
Perspective

• Project plans with critical go/ no go decision
  points
• Proper resourcing, particularly right people with
  right skills
• Realistic risk management processes
• Staged outputs that
• deliver business value quickly, and
• progressively

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Successful Change Management

• Get the internal governance model right
• sponsorship,
• ownership, and
• management
• A clear focus on business drivers for each
  project
• Only start when business outcomes are agreed, not
  project outputs defined
• Use proper risk assessment with margin for error
• Communicate progress as staff are key stakeholders

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Some Key Implementation Principles

• Identify and involve key influencers and early
  adopters to help generate the momentum of
  positive change
• Realise that there are always other options
  flexibility, timing, strategy are keys
• Involvement commitment must involve those to
  be affected by change

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Some Key Implementation Principles (contd)

• People must see change to believe it
• They must see that something is really happening
• They must see management doing things differently
• Celebrate successes

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Some Key Implementation Principles

• Empow people to make changes happen
• Recognise change will take time, money, some
  discomfort for some people, and a lot for others
• Communicate, communicate and then do it some more
• Open communication with staff (seminars,
  newsletters, surveys etc)

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The is nothing more difficult to plan, more
doubtful of succes, nor more dangerous to manage
that creation of a new system.For the initiator
has the enmity of all who would benefit from the
preservation of the old system, and merely
lukewarm defenders in those who would gain by the
new one.
Niccolo Machiavelli
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Some simple rules for managing change

• Recognise that when we try to do something
  differently, we will need to change peoples
  habits
• Therefore give them new habits to replace the old
• Give them new skills
• Give them self-confidence
• Be sure you know exactly what you want when you
  ask people to change
• Recognise that the best change is that in which
  people share in the change process