Leaderboard

The Change effectiveness equation signifies that the Effectiveness(E) of any Change initiative, is the product of the quality of technical strategy(Q) & Acceptance of this Strategy(A). This means that to bring an effective Change Management implementation a project leader should have the best quality of strategy which helps drive the top down approach (eg: Hoshin Kanri - catch-ball process) to establish the link of strategy at all level to the organisation vision and mission and that is easy to monitor(eg: Using X Matrix, kpi’s and targets) and the Acceptance(A) of this Strategy which can be done only if we involve all to participate in fixing the goals and targets(i.e Hoshin Kanri method), this brings the buy in of every employee and transparency at all levels and easier for being accepted.

Most companies fail in implementing a solution or a project not because solution was bad, but they did not engage stakeholders in the change. Hence for a change to be effective, change management becomes critical for successful adoption of the solution. One of the tools used by GE widely to successfully implement project was CAP-Change Acceleration Program Change Acceleration Program talks about the equation which is important to understand how change will be effective. Q x A = E Q = Qualitative/Technical Solution A = Acceptance/Engagement E = Effectiveness For any solution to be successful and adopted, acceptance from stakeholders is important. Engaging them in the project journey is important will make better adoption of the project/solution. Few key reasons for failures of major change efforts: - Decision-driven and behavior-dependent change. Failure to mobilize and engage pivotal groups. Over reliance on structure and systems to change behavior. Inability and unwillingness of Leaders to change. Criteria for performance not clear. Lack of a winning strategy. Failure to make a compelling and urgent case for change. Not willing to confront how they and their roles must change. Having the right strategy is only one of these factors; others relate to poor implementation and execution. Change Acceleration Process Model Leading Change: Having a champion who sponsors the change. Creating A Shared Need: The reason to change, reason to drive project or solution should be communicated well within the organization and should be pursued through data, assessment, demand from business and not anecdotal. The need for change should be acknowledged so that resistance is reduced. Shaping A Vision: The desired outcome of change should be clear to everyone and adopted widely. Mobilizing Commitment: There is a strong commitment from key stakeholders, understanding their role and ensuring they are invested in the change, make it work. Forums in the organization to ensure management are updated periodically to get their support on time. Making Change Last: Change is not about implementing a project/solution or a change but ensuring enough controls and owners who will own it and enable adoption of change. Monitoring Progress: Tracking the progress to ensure the changes and expected benefits are getting delivered. Setting KPIs/KRAs and other indicators to ensure accountability Changing Systems and Structures: With change getting implemented and to ensure they are long lasting and permanent, existing practices, system and structures should change. Modifying and updating the management practices which complement and reinforce change to executed. Commonly used CAP tools to help create a shared need and drive change are: Stakeholder Analysis ARMI Model Stakeholder Analysis Stakeholder Analysis is an important change management tool. It helps analyze various stakeholders getting impacted with the change and their role. It helps in planning to onboard stakeholders who may not be pro change. Below are the steps that done to map the stakeholders and plan actions to ensure they are onboarded · Plot where you think individuals currently are with regard to desired change (ü = current). · Plot where you think individuals need to be (X = desired) in order to successfully accomplish desired change – identify gaps between current and desired. · Plan action steps for closing gaps to move from current to desired. ARMI (Approver, Resource, Member, Interested Party) Model ARMI model is another CAP tool used to assess each person’s role in the project during different phases of the project. ARMI is an acronym which stands for: A - Approval of team decisions R - Resource in the team whose expertise will be required M - Member of team, with the authorities to execute steps as per charter I - Interested Party, someone in business who needs to be informed on direction and findings ARMI helps in defining the role of everyone in the project team. It helps in clearly defining the roles and responsibilities of each individual to avoid any ambiguity. Below is an example of ARMI: