How can you make a business process change sustainable?

Making a process change sustainable requires a number of critical components. Chief amongst these are: 1) a shared strategic vision 2) a motivated and focused executive sponsor 3) a diverse guiding coalition 4) a diverse slice of volunteers across the org to work up the vision and its delivery 5) stakeholder buy-in (created by alignment of the vision via outstanding comms). Momentum needs to be retained throughout the process and the leadership team and sponsor need to ensure that obstacles to implementation are removed. These include systems, structures, training and influencers. To embed the process, measure and demonstrate it performs and stakeholders have all they need (systems structures, training, support) to actually use it.

Making a business process change sustainable requires careful planning and objective setting, effective communication, and ongoing monitoring . To ensure the effectiveness of the process change it requires stakeholder engagement to explain the purpose of the change, address concerns, and gather input. Employee training to align with the objectives of the process change is very essential for the seamless transition of the process changes. More importantly an adaptive leadership based on a robust feedback system plays a major role in the success of the process change in the current era where there is rapid change in the business landscape.

Secure leadership support. Communicate clearly to all stakeholders. Involve and empower employees. Provide comprehensive training. Identify and empower change champions. Align with organizational culture. Monitor and evaluate with KPIs. Foster a culture of continuous improvement. Establish a feedback mechanism. Recognize and reward successful adoption. Leverage technology for efficiency. Document processes for clarity. Allow flexibility in implementation. Address resistance proactively. Integrate changes into long-term strategic planning.

Analizando además las tendencias de cambio en el sector / ecosistema y sectores adyacentes para identificar la velocidad del cambio a igualar y otros disruptores de referencia o prime movers

Eligiendo cuidadosamente a los miembros del equipo por su actitud y deseo de innovar y ofreciendo un entorno protegido donde experimental a salvo del ADN de la organización o cultural que ataca cualquier nuevo cambio

Conviene habilidad canales bidireccionales que permitan atender consultas y recibir feedback para confirmar la eficacia de la comunicación

Importante establecer indicadores de resultado finalista pero también río arriba en el nuevo proceso para localizar posibles ineficacias donde se producen

Al igual que una organización innovadora cuenta con un presupuesto para errores, debe contar con presupuesto para celebrar el exito

I believe it’s important to consider time, all of the above are very accurate to way I have managed change. However, to really ensure but in and therefore sustainability of the change in the business/project and allow that change to continue to organically impact other areas of the business and teams - you need time. This is not a process that can be rushed. Gaining trust, understanding the current processes and the complexity of a business does not happen overnight, so whenever embarking on a process of change you must consider the time you have scoped and that probably you will need to double it and make adjustments as you go, which makes agility and important skill to readjust depending on the level of acceptance and stickiness.