How can you create a realistic process change roadmap?

In my experience, one critical factor to consider with any process change is to always involve and I mean truly involve the people who execute the process on a daily basis to be part of the revamp. The adoption rate of processes where the teams built the new process with you will always be higher as there is shared ownership on the success matrices that have been defined. The other aspect is not striving for the perfect process but rather an iterative delivery of value, builds confidence with the organisation’s leadership structures as well as the team executing the process. In a nutshell, the key for me has always been the people; when the people are carried through the change journey they become the primary ambassadors for change.

I find that it is essential to understand the elements of a process (inputs, resources, constraints and outputs) and understand the user perspectives across all the elements. Key to a successful change requires the change to be better for all users (or atleast no worse off for some). Consultation with everyone involved along the process can provide the change manager with the confidence of scope and benefit prior to design and implementation.

Be able to articulate the scope and objectives to stakeholders, team members, but also those on the sidelines. Even though sideliners are not part of the project, not understanding what's happening around them, could impact your project.

In my experience it is crucial to perform as much of the information you state above in as much detail as possible prior to project kickoff. The more you know in the beginning, the better the project executes and the better the outcome. Take at least 6-8 weeks to do an in depth dive asking the stakeholders the above questions and then organize the approach in the business case and the charter. It will pay off hugely!

Engaging subject matter experts is undeniably a requirement for mapping the current state of the process. Having a fresh perspective from someone unfamiliar with the process is also invaluable for the future state development. Sometimes being too close to a process occludes the vision of the possibilities… Design thinking tools can be extremely useful here.

Observationally, within operations, five concurrent processes emerge: 1. Ideal Process: The envisioned optimal approach. 2. Actual Process: Current practical implementation. 3. Documented Process: Officially recorded methodology. 4. Informal Process: Unofficial practices in use. 5. Adapted Process: Evolving adjustments to suit needs. These coexisting facets significantly impact operational efficiency and adaptability.

I really wish that Step 2 was listed as 'gather and collate your information'. You do need to create your AS-IS and TO-BE process maps, that's a given. However, to be effective at this, you need more than the goals and objectives as stated in step 1. You need feedback from leadership to line workers. You need to know where the current process is failing. You need to know what hurdles exist and you need a communication strategy to build confidence that the new way will be better and achieve its goals. Once all of that is done, you can begin to build the new process AND THEN you can start the work of developing and validating your process maps. We build processes to be efficient. We should do the same with our methods.

When interviewing subject matter experts and building the current process map, tune in to warning signals (for instance, "This is what USUALLY happens") that can alert you to alternate paths. A simple visual inspection of the current process map can often cue you in to trouble spots. Pay close attention to unnecessarily complex handoffs and loops, which often result from unclear or incomplete materials or information. Add value stream information to identify non-value-add waiting time.

Navigating change is like captaining a ship. Dive into processes as an archaeologist, uncovering artifacts. Conduct a symphony with your team, characters in this narrative. Document operations as novel chapters, revealing their heartbeat. Identify inefficiencies with detective-like precision. Envision the future as an artist, painting innovation. Evaluate tech as an explorer in uncharted territories. Communicate the vision as a storyteller, inspiring your team. Feedback loops are dynamic conversations, breathing life into improvement. Pilots are daring expeditions, offering insights. Scalability is a flexible architecture adapting to growth. Let continuous improvement guide your journey in this narrative of organizational transformation.

Plan more time for course correction than you think you’ll need. There will always be things you didn’t think of when you started.

Change activities should start with a change tolerance and experience assessment. This assessment evaluates the impact of recent changes, and the quality of the change management. The worse the recent changes, the more work that is needed. This then determines the scope of the change activities needed.

Two key aspects to keep front and center when planning changes: 1. Take small steps - small steps are easier to take. They help build momentum. And they're easier to correct if off-base. 2. Sustain the change - sustaining a change is harder to do than making it in the first place. Set yourself up for success by building the sustainment mechanisms into the change plan.

A critical change management step is to identify the following roles: Sponsors, Advocates, Resistors and Influencers. Plan how to utilize each person during the change process.

To plan change activities and timeline: 1. Specify Actions: Outline exact steps for process changes and assign responsibilities. 2. Set Timelines: Define deadlines for actions, considering dependencies and risks. 3. Communication Plan: Develop a strategy to engage stakeholders, detailing information-sharing methods and frequencies. 4. Stakeholder Engagement: Involve stakeholders early, ensuring ongoing participation and support. 5. Documentation: Compile details into a project plan or Gantt chart. For example, update procedures by [specific date], involve the Operations Manager, consider software acquisition dependencies, and ensure continuous stakeholder engagement. This structured roadmap guides the implementation of process changes.

Do the work. Follow through. Show me the data. Those words ring in my ear from my Black Belt instructor, almost every day. This is where the value comes in. Celebrate small and large wins. What better way to honor the often valiant work effort than to recognize the people who did the work? Yes, check in on results, give support where needed and celebrate wins.

The front line managers will make this succeed or fail, they should have most of your attention, time, and effort. People trust them, not Directors, VP, HR, or anyone else. If you can help them buy into the change and for the right reasons you have a chance of success. If you can’t then good luck.

Absolutely monitor and report based on the agreed upon metrics. And don't forget to document and celebrate the small wins. Often stakeholders identify just-do-it improvement opportunities along the way that go even further to support the value of the change.

Executing and monitoring change involves adhering to planned strategies, providing training, and support, and gathering feedback. Track progress using defined metrics and regularly review outcomes against benchmarks. Adaptability ensures the change aligns with objectives, sustaining its success over time.

Embracing and implementing change in a dynamic, idea-rich environment is like orchestrating a symphony of innovation. Begin by tuning into the diverse melodies of your teams' insights. Craft a roadmap that dances through the rhythm of existing frameworks, allowing for improvisation and harmony. This journey isn't just about changing processes; it's about composing a masterpiece of progress that resonates with the soul of your organization's creativity.

For every change process, are the chosen project leads and members knowledgeable about the change itself? Using a software change for example, nominating internal users to the project is a given. However, make sure that those involved, are first given insight or exposure to the change, impact and use BEFORE getting to the starting line. That will give them the ability to better understand the needs, questions to ask, thoughts to consider, scope, etc., etc.

As the need for a process change arises, the stakeholders and namely the users should be involved early on to understand the need for a change. If they’re only there to provide input and feedback later on this could mean time is wasted creating a process that doesn’t fit the actual user. It’s vital to understand why there’s a need for change, but also to understand if the user would change anything in the current process to begin with. Apart from that, I think the article is very on point.

For all of the tactical things you can do, if you don't employ a robust change management program to bring people along for the change, failure is likely. PEOPLE DRIVE CHANGE

Provided that the change plan is clear (what needs to be achieved or what looks like), managing the change and its efforts is important but never as important communicating all its phases consistently and continuously to all the stakeholders, this is a must for the leaders, and that is where many change initiatives [and strategies] fail.