Each change initiative is different, one size never fits all, however the following are some of the newer questions that have been common across the projects and programs that we have helped to solve.
How do we communicate a large program of change in an overcrowded environment?
Leveraging gaming theory and new app technology to create and interactive road-map that allows everyone in the organisation to play with the changes, see what impacts their business unit will be experiencing by quarter, and show how multiple changes contribute to the major strategic ‘shifts’ that the company is making and link back to the strategy communications from the CEO and senior leaders.
How do we show up in a way that re-enforces the culture that the organisation is moving to?
The culture of the organisation was moving to a customer centric, front line empowered environment that meant that the way the change was managed needed to ‘walk the talk’ and enable the employees to pull down the change when they were ready, not when a central team deemed the change to be ready. This required changes to the way the implementation was designed right up front and reinforcement of the new approach to the incumbent IT teams used to ‘owning’ the releases.
How do we keep stakeholders abreast of the decision making in an agile software development environment?
Agile scrum teams required empowered business representation, however the decisions being made were not being communicated effectively out side of the team, causing resistance and revisiting of decision. Leveraging new communication applications such as pinipa.com specifically designed to register decisions and communicate to those interested stakeholder.
How can we leverage social learning into the change program?
Creating an online environment where users of the system can share their learnings and help each other rather than a top down more formal approach is both cheaper to manage and effective. Ensuring that the knowledge is collected and managed can also provide valuable feedback for future enhancements. Workshops can also help, but need to be informal and directed by the participants.
How can we understand the cynicism driven by previous change experience?
Many program concentrate on the future without taking into account the multiple ‘pasts’ of the people being changed, and that for change to be managed, the gap between the past and the future is the change that needs to be managed. Running workshops for key stakeholder groups to help them look back over previous change, how they felt about it, what went wrong and right, helped to build confidence that this change could be different and ‘suspend disbelief’.