An Approach to Implementing Organisational Change

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An Approach to Implementing Organisational Change
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Elements of a Change Programme

• Change Management
• Communication, Skills development
• Measurement of change, Programme management

Business Processes

• Tools
• Facilities

People
Technology Systems
Structure Roles
Management

• Culture
• Values
• Behaviours
• Skills

• Measures
• Support mechanisms, e.g. appraisal

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Phases of a Change Programme
Phase 1 Vision
Phase 2 Design
Phase 3 Implementation
Phase 4 Continuous Improvement
Change Team are
Catalysts
Champions
Evaluators
Designers
Business Leaders are
Strategists
Sponsors
Owners
Mentors
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Key Activities in a Change Programme
Phase 1 Vision
Phase 2 Design
Phase 3 Implementation
Phase 4 Continuous Improvement

• Expand the team
• Design the future vision in detail
• Identify and implement quick wins
• Refine the costs and benefits
• Plan the pilots and implementation waves
• Develop supporting policies, procedures, training
  courses etc

• Run pilots
• Refine implementation plans
• Induct staff
• Transition ownership from project leaders to
  business leaders
• Implement new structures, processes, roles
  systems etc
• Measure results
• Publicise successes

• Transition the team back to the business
• Continue to measure performance
• Evaluate success
• Identify further improvements
• Prepare for the next major change

• Build the team
• Analyse the current situation
• Create a future vision
• Establish the business case
• Design the programme
• Begin communicating and engaging with stakeholders

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Timetable of a Change Programme
Phase 1 Vision
Phase 2 Design
Wave 1
Wave 2
Wave 1
Pilots
Phase 3 Implementation
Wave 3
Phase 4 Continuous Improvement
6 12 months
2 months
3 6 months
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Levels within a Change Programme
Phase 1 Vision
Phase 2 Design
Programme
Phase 4 Continuous Improvement
Projects/Workstreams
1
3
2
4
1
3
2
4
1
3
2
4
1
3
2
4
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Change Implementation Factors

• Impact analysis of the change
• Roles and management of owners and sponsors
• Pilot
• Managed success
• Skills
• Measures

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Impact analysis of the change

• Segment target audience for the change according
  to
• Emotional impactchange impacts value system
• Different skills required
• Change to processes/ways of working
• Define the from/to for each change
• Feed this information into
• Skills development plan
• Communication strategy
• Pilot process
• Writing of new procedures/tools

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Roles and management of owners and sponsors

• Ensure that managers of areas to be changed, and
  sponsors of the change, understand
• Specific requirements of them
• Timelines and measures
• What they can expect of you
• Use pilot to experiences to explain
• Develop your personal plan for how you will
• Train up the managers
• Monitor progress/provide support
• Intervene
• Reward

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Pilot approach

• Choose your approachpilot will be
• Part of iterative design (use pilot to actually
  do part of design)
• Provide information about more than one solution
  to make a choice
• Training
• Stess testing/validation
• Model officeemotional adjustment phase
• Prioritise pilots across the programmechoose
  criteria
• Business necessity
• Most popular change
• Most likely to succeed quickly
• Identify what new procedures or job descriptions
  need to be written going into and out of the pilot

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Other implementation factors

• Managed success planning and deliberate
  drip-feed of success stories to communication
  channels
• Skillsdecide approach
• Look at nature of skills gapprocess, ways of
  working, tools, technical skills
• Look at cost of not doing it right day one
• Morale
• Reputation
• Quality
• Evaluate whether to invest in up front training
  and practice or to do it on the job over time
• Measures, include both
• Business outcomes
• Smooth functioning of the change process