You're looking to improve your organization's change management. How can you do it effectively?

Assessing readiness ensures change success ??. Evaluate objectives, risks, and alignment with current state. Consider urgency, complexity, and stakeholder impact. A thorough assessment informs a realistic change plan, enhancing feasibility and buy-in ??.

To start with, assess the organizational readiness for change. Consider all the aspects like sponsor involvement, support from cross-functional teams, the culture of organization, history of the organization with change initiatives etc. Try to capture what worked well in the past and what didn't work as expected, along with possible reasons for the outcome. Also capture lessons learnt from each change initiative. Then look to fill the gaps in terms of resourcing, knowledge etc. Benchmarking with industry pioneers also gives actionable items for change management. Finally, assess the need for change at least upto next 2 quarters (also consider external factors demanding change) and prepare a change management plan that can be executed.

To enhance your organization's change management effectively, secure senior leadership support, communicate clearly with stakeholders, engage key stakeholders, establish a change management team, provide training, conduct readiness assessments, create feedback channels, celebrate successes, foster adaptability, and prioritize continuous improvement. By implementing these strategies with a focus on strong leadership, communication, stakeholder engagement, training, adaptability, and continuous learning, your organization can drive successful change initiatives and improve overall change management practices.

Auditer la situation présente, identifier ce qui doit changer, le avant et se fixer la cible et les objectifs, le après : quoi. Il faut également circonscrire la cible : qui. Et ensuite seulement on pourra envisager le comment à travers le plan de communication et d'accompagnement.

“To effectively enhance change management in your organization, focus on strategic communication, fostering a culture receptive to change, and empowering leadership to guide transitions. Emphasize comprehensive training and support for staff, ensuring clear and continuous communication throughout the change process. Prioritize stakeholder engagement, using feedback to refine strategies and implementation. Leveraging technology acceptance models can also provide valuable insights into user behaviour, aiding smoother transitions. Incorporate evaluation mechanisms to assess progress and adjust tactics as needed, ensuring sustained improvement and alignment with organizational goals.” - Extracted from my Mini dissertation for my MBA.

Rendre acteurs les collaborateurs. Ils ne faut pas qu'ils aient le sentiment de subir mais celui d'agir. Transparence, confiance, responsabilisation, collaboration/ co-construction, ouverture... sont pour moi les ingrédients nécessaires à la bonne implication des collaborateurs

It is unbelievable how underrated the "involve your people" part still is in many transformation projects, even though it seems obvious. A common mistake is not involving an important stakeholder early enough, especially when the organisation is dynamically changing and new stakeholders can appear during the project. The best practice here is to regularly review your stakeholder map and use tailored comms approaches for different stakeholder groups.

If you want to have a continuous effective change process it is key that your people are alternatively the change agents and those who have to change. Another key factor is that change is triggered from all levels of the organization: top-down, bottom-up, and middle management. Make sure you measure change: you can only improve what you can measure

A natural law of physics states that a body at rest wants to stay at rest, and a body in motion wants to continue to do that - unless other factors intervene. Resistance to change is natural and we need to accept it, however, this is not always true. When a person is convinced they will be better off when they come out on the other side of change the resistance is much lower or it abates completely. One needs to understand the restraining factors and emotions that create resistance. Building trusting relationships will help. Consider the short and long term impact of the change on parties involved, and the "rate of change." Mathematically it is dC/dT. Large changes in short timeframes are always harder to orchestrate and/or accept.

The success or failure of a change depends on understanding the sentiments of the impacted group and working towards addressing it. Thus, it becomes a very important pillar for improving organisation's change management. Post evaluating the sentiments, the corrective actions which are taken in terms of formulating the comms approach and creating the enablement plan contributes towards the success of change program.

People aren’t wired for change even if the change is better than what they have now. It’s a mistake to placate the anti-adopters. Instead have a way that they can be heard without stepping in with why the new solution is better. Instead get them all in loved in developing strategies for how best to support everyone. This may be a buddy system. Or it may be to have a few helpers ready to answer any questions at go live. I have been known to sit with each employee individually and help them work through the change but although that’s not a good option especially with bigger companies the idea is the same. Have one to one time from someone who knows the new to translate it into practice with the people who are struggling.

Il faut aussi savoir admettre que certains ne changeront pas, et au lieu de s'acharner à vouloir les conduire dans ce changement, se rendre disponible pour les autres, l'effet de masse fera le reste et emportera aussi les détracteurs. Attention, cela ne signifie pas ne rien faire mais plut?t installer les conditions adéquates pour favoriser le changement auprès de ceux qui ne veulent pas changer en leur laissant le temps, en identifiant leur personne de "confiance", en prouvant le bien fondé du changement par l'épreuve des usages et des pratiques. Ne pas chercher à les contraindre au risque de les perdre mais leur laisser un espace d'expression et d'évolution.

Ne jamais oublier pourquoi on change... les bénéfices attendus, les obstacles contournés. Il est important de pouvoir mesurer le chemin parcouru et celui restant encore à parcourir. Réinterroger l'existant, la cible pour réajuster les moyens et les pratiques et renforcer sa valeur d'accompagnement au changement.

Improving the organization's change management starts with improving the integration of policies and decisions made by leaders. When a company begins the change journey, it is crucial to ensure the alignment and that everything fits smoothly, horizontally and vertically. Leaders need to ensure that their policies are consistent across all areas so everyone gets a consistent, meaningful, and clear message. The leadership team is responsible for continuously caring about this approach during the change journey. May start by regularly and effectively forming a change committee with an "integrated change" agenda with all policymakers present

In organizations the processes are set and employees get so used to doing certain things in a particular manner that when change management is being implemented there is bound to be resistance from the employees who have to adapt to the change. Organization's change management can be improvised by : 1. Understanding stakeholder expectations. 2. Clarify the change management process and it's implications to stakeholders. 3. Highlight the benefits of change. 4. Handle conflicts peacefully and by logical deliberations. 5. Monitor the KPIs :measure the success of change management. 6.Identify the gaps, if any and try to close them. 7.Communicate, collaborate, seek feedback and implement lessons learnt (from previous change implementation).

There's also something about building capability and resilience in the organisation with every change. Change is happening faster and more frequently than before so you can't rely on a couple of change managers to support all your projects. Instead, create a community with each project to transfer that knowledge and build a pool of skilled resources one person at a time.

Change management is conventionally viewed as a structured methodology or practice within organizations. But I prefer the unconventional approach, and so do most of the leading organizations: - They recognize the need for change management to transcend its traditional role and foster a culture of adaptability and resilience. - Rather than treating change management as a one-off process, they integrate it into their DNA, making adaptability and resilience core values. - The ultimate vision should be to instill a culture where adaptability becomes second nature and resilience is ingrained in every aspect of the organization. Shifting the focus from short-term fixes to long-term cultural transformation... that's SUSTAINABLE change mgmnt.