How Do I Manage Organisational Change?
In short the answer lies in the level of commitment the team, that is management and staff have to the process.
Often change is thrust upon people by external forces. Sometimes the vision of the Company changes yet that message doesn't reach those who are actually implementing strategy to effect such change.
If you want to expand, innovate or even consolidate your business you will need to gain the hearts and minds of your people if you really want to succeed.
Al Dunlap is renowned as the slash and burn king for corporates in trouble. He has worked with corporates who have become bogged down in the change process. What has made his approach so successful?
Dunlap says that the only way to effect change quickly is to identify those who are keen to assist and then give them clear parameters within which they should work. This empowers the worker to use initiative and get on with it.
But what is ‘it’?
The key here is to ensure each agent of change has a clear understanding of the outcome. They need to be aware of the current situation – The NOW. They then need to contribute too and fully understand the changes to be achieved – The WHERE.
Implementing strategy (the HOW) and engendering enthusiasm becomes easier with these two processes in place as the people can evaluate the progress against set benchmarks. The Now and Where are like two pegs in the ground against which progress can be measured.
Do your people fully understand the Now and Where of the business?
Using the Now – Where – How philosophy in combination with tools like the One Page Plan ensures organisations see incremental and measurable improvements in their business.
For example if an organisation is seeking to improve sales we encourage growth in each component of revenue. If we were to achieve a 10% increase in average purchase value, frequency of purchase and overall client numbers the outcome would not be 10% growth but a far more substantial 33%.
Smaller incremental improvements are often cheaper, easier to implement and far less risky. This methodology also allows the owner or manager of the organisation to maintain tighter control over the change process.
The gap between Now and Where can be a great motivator. This is because it can create dissatisfaction in people. In other words if we’re not happy with our current situation we will want to change it. The higher the levels of dissatisfaction the greater the opportunity for change.
Dissatisfaction with the current can be created and maintained using processes like benchmarking, performance appraisal and by including staff in the planning and review processes of the business.
Of course, no amount of energy expended to change is helpful unless it is focused on moving in the right direction hence the role of the Where process. This places a whole new perspective on planning elements like vision and mission statements.
The clarity of thinking that results from this process is vital in developing the right strategies and in gaining the levels of commitment required to succeed.
To maintain the focus set targets and regularly reaffirm the Where. When setting your overall where, set a time into the future and ask questions like:-
- What do we want our clients saying about us?
- What will the organisation have to deliver to its key stakeholders?
- Owners
- Shareholders
- Staff
- Community
- How does the way we we do things need to change?
- How will keep innovating?
- How will the way we do things look?
There are many other questions which will help to define the future look of the organisation however getting clarity in these areas first will serve well in stimulating thought.
Through achieving clarity about the Now, Where and How in even the smallest issues or initiatives managers and leaders can ensure improvement and growth occurs in a manageable and sustainable way.
If you would like one of our coaches to come and discuss how you might better achieve ongoing growth and stability in your organisation Click Here
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