In this video tutorial, Bob McGannon takes you through the "instruments" you can use when managing business benefits during a change initiative. These "instruments" include an ongoing decision making body, a set of monitors to measure effectiveness and organizational changes that drive sustainability of your change objectives.
- I think managing change initiative benefits can be a bit like driving a car. You spend the majority of your time looking through the windshield at where you're going. Once in a while, you have to look at your dashboard so you don't get a speeding ticket or run out of fuel. In a change initiative, that dashboard requires both management commitment and metrics. Here are the instruments I use when managing business benefits during a change initiative. An ongoing decision making body, like a steering committee, that endures beyond your implementation.
Next, a set of monitors put in place that measure the effectiveness of your change. And last, environmental changes that drive sustainability for your change objectives. Let's talk about each one of these. First, the ongoing decision making body. Businesses are rarely static and your change initiative, no matter how broad, will not represent the end of changes your business is likely to need to remain viable. Adjustments, other smaller changes and remaining agile in the marketplace require continuous management attention.
The people in your change initiative steering committee are used to managing change and the business dynamics they bring. It's wise to encourage your steering committee to remain in place after your initiative's concluded. They'll continue to sponsor additional changes in your environment. This sponsorship can represent the most important factor in managing business benefits in an enduring way. No steering committee can function properly without measurement data, so my second recommendation is to put ongoing metrics in place.
Virtually every new process you create in your change initiative should include a consideration for new, key process indicators, measures that directly highlight business success. For instance, this could be the production level of a retooled manufacturing line, or the amount of errors reported on a released set of programming code that used new development techniques. The last component of managing business benefits is to implement sustainable environment changes. These are policies and practices that make your changes part of the everyday work world in your organization.
Here are some of the most prevalent items I use when embedding change for the long haul. First, is including new measurements in performance plans for employees. If you've implemented changes in processes, the way you measure success of your employees should probably change, as well. New measurements can reinforce the behavioral changes you want to take hold. Second, is a policy review board, closely linked to the steering committee I mentioned earlier, this board is made up of key employees versus managers, who ensure new policies are understandable and effective.
They can make recommendations to the steering committee for changes or adjustments. This keeps the employee base, as well as managers, engaged in keeping your change in place for the longer term. Next, is a new set of criteria for approving projects. If you've changed the way you do things, and put new business benefits in place, any new project should support these new benefits. So, project approval criteria needs to be refreshed. And last, an adjusted training plan for new employees.
Your training should not end with the conclusion of your change initiative. New training approaches need to be embedded, just like your new change behaviors do. So that's it, my recommendations for embedding and managing business benefits. Use these tips and you'll avoid any nasty driving fines by having an effective dashboard and all the roads you drive on will likely be smooth and free of traffic.
- Understanding the levels of change management
- Working through the five phases of change management
- Creating a change plan
- Communicating change
- Implementing change
- Managing risk
- Reinforcing change
- Evaluating the change
- Guiding individuals through change