Here's how you can ensure the long-term sustainability of change initiatives.

Oftmals gibt es gegens?tzliche Ziele, die dann aus dem eigenen Silo heraus entstehen, hier ist Kommunikation wichtig. Ein Zusammen ist kein Selbstverst?ndnis und Bereichsziele müssen im Ergebnis, in ein gr??eres übergeordnetes Ziel einzahlen. Auch treffen wir heute st?rker auf Menschen, die eine Begründung für eine Anweisung erbitten, die einen Sinn in der jeweiligen angewiesen T?tigkeit suchen, wenn es hierauf keine Antworten gibt, keiner zuh?rt und nur Abarbeit verlangt wird, verliert man jede Menge Motivation und heraus kommt, Dienst nach Vorschrift. Nicht richtig oder falsch.

Fixer des priorités et revoir sa feuille de route si cela s'avère nécessaire. Une stratégie est là pour vous aider à atteindre vos objectifs, elle n'est pas une fin en soi. Les initiatives doivent être mesurables, ayez des indicateurs qui permettront de les piloter et les ajuster en cas d'écart. Chaque pas franchi est une victoire, pensez à consolider les réalisations à chaque jalon. La pérennité se concrétise grace à l'implication de toutes les parties prenantes, leur mobilisation avant, pendant et après toutes initiatives est capitale. Donner du sens aux initiatives, la vision et les objectifs doivent êtres rappelés à tout instant et à chaque initiative de changement. En sommes, expliquer pourquoi l'organisation doit changer.

A whole new mindset has to be indoctrinated about change. If you keep presenting approaches with the mind set that change is cyclical, you miss the point. Change now has to be expected, welcomed and constant, constant, constant. I expect we will soon be on the precipice of moving from change management to static management, wherein the devil is not in the change process, but how to move out of static operations.

Involucrar a las personas, sin duda es Factor Clave de éxito para llevar adelante con eficiencia cambios o reorganizaciones en las empresas. La planificación debe ser realizada teniendo pleno y cabal conociniento de las aptitudes de los equipos de talentos, que serán parte directa e indirecta, de los cambios, para de esta manera construir sólidamente las estructuras, fijar sus objetivos, alcances en tiempo y forma de ellos y alcanzar los resultados.

Il n'y aura pas de changement sans l'implication dans gens dans le processus... ils sont à la fois à l'origine du changement mais aussi son moteur principal. Il faudra les préparer, les former, les accompagner et les écouter pour opérer les ajustements nécessaires en temps réel.

Change is all about people. The best, most up-to-date tool or system is useless unless people use it. You need the right roles in any change team to ensure you properly support communications, training, monitoring, governance, changes, pivots, and continuous improvement. You also need the right roles in your stakeholder group. People need supported by leadership to be given time to engage and learn change. People also need to understand the 'why?', 'what's in it for me?' and 'what does this mean for me?'. Bringing people on the journey, giving them a voice, ensuring effective communication and continuous support helps to embed change.

Tour changement génère de nouveaux besoins auquels l'entreprise doit répondre en terme d'investissement, de formation, de processus ou de systèmes. Ces capacités doivent être correctement calibrées pour soutenir le processus global...

Building capacity also means letting people see behind the curtain. The more transparent you are in the change strategy the better. It's a two for one deal, people get to see what change is coming and if they want to repeat the strategy later there is a playbook to go by that they have seen modeled for them. Then you can delegate some of the change work to others so they get hands on experience. Make sure to call out that you are delegating not just because work needs to be done, but that you want them to learn how to be change resilient. Go forth and make more change!

Building capacity for new capabilities that drive future growth also means identifying and letting go of work that drives little to no value for the organization and a plan to either stop or transition that work elsewhere at a lower cost.

Sustainable change: investing in organizational capabilities For change to be sustainable and have a positive long-term impact, it is essential that your organization has the capacity to support it. This means putting in place the resources, training and support systems needed to help employees adopt the new practices, and to sustain the changes put in place. Developing skills and competencies in line with the new way of working is crucial. This can be achieved through tailored training programs, coaching and mentoring, as well as the creation of continuous learning opportunities. By investing in the skills development of its employees, the organization empowers them to adapt to change and contribute to its success.

I agree, professional learning with coaching is key to develop capacity over time. All too often a change initiative is short-lived because the long-term investment of resources wasn’t fully considered. An organizations ability to assess needs and collectively develop multi-year plans will limit initiative overload and change fatigue, while simultaneously growing capacity. Including coaching for staff at all levels of the organization improves implementation by ensuring professional learning moves into practice.

Breaking down your overarching goals into smaller, manageable milestones or checkpoints is akin to dividing a long journey into smaller, reachable destinations. Each milestone serves as a stepping stone toward your ultimate objective. Tracking progress towards these milestones not only provides a tangible sense of accomplishment but also serves as a source of motivation, reinforcing your determination and focus. Moreover, it offers the opportunity to evaluate your trajectory regularly, making adjustments as necessary to ensure continued progress and success.

When you monitor, set aggressive targets but don’t forget to reflect periodically on past progress, historical results will motivate towards future targets. Always be data driven to monitor results, reality can often be different than perceptions.

Make sure that the goals, targets and measures are meaningful to the people undergoing the change, not just the leaders and change teams. People need to be able to clearly see how what they are (or aren't) doing is impacting the change outcomes.

In monitoring progress, constant reflection and feedback-gathering should take place until the targeted point of critical mass. Then, make sure outcomes beyond that number are on target with what was gathered and projected.

Through regular assessment and measurement of key metrics and milestones, organizations can track their trajectory, make data-driven decisions, and adapt strategies as needed. Monitoring progress allows for early identification of issues or bottlenecks, enabling timely interventions to keep initiatives on track. Moreover, it fosters accountability and transparency, as stakeholders can see the tangible results of their efforts and contributions. By establishing clear monitoring mechanisms and fostering a culture of continuous improvement, organizations can optimize their processes, mitigate risks, and maximize the likelihood of success.

Reinforcement needs to come with an adaptation of policies, processes and - very important - symbols. You can do a massive change effort and even achieve good results, but it won't last if you don't change a number of principles that "govern" the organization. People will just go back to the good old way. My favorite example is when you shift towards teamwork / project based and collaboration but your compensation systems remain based on individual performance.

Governance is key to sustainable change. Impacted groups need to own and accept their roles and leaders need to reinforce change through example and enforcing what’s working and not working. Recognition tools are a great way to positively impact and build sustainable change but feedback or coaching is also key to drive a new way of working.

Let's start also looking into how change is embedded in line with how we tick, (as humans with a brain). Some examples: - Ensuring people have the capacity to change. Cognitive overload and stress causes issues with retention of short-term memory, and can encode maladaptive memory (long-term), resulting in recalling more of the negative event, than the specific details of the change. - Ensuring people have the ability for repetition and practice, so they can create new mental models and pathways. - Ensuring what they need to do is made simple, relevant, tangible and attractive - because old habits do not die hard (the basal ganglia, or our brains habit centre, has preferential fast processing that entices us to stick to the status quo).

Long term sustainability of any change is what we dont pay enough attention to - esp once the project has been completed. Agreeing to meaningful KPIs and monitoring through reviews and frquent touchbase and follow ups is the key to long term sustainment. Include a strong recongition program.

It's crucial to embed flexibility into every layer of your organization's strategy. This means consistently revisiting and refining your plans to align with the ever-evolving market trends, technological advancements, and the changing needs of your stakeholders. - Create a culture that values continuous learning and agile responses to unexpected challenges. - Encourage open lines of communication and maintain regular feedback loops across all levels of your organization. - Invest in ongoing training and development programs to equip your team to handle new challenges and foster a proactive mindset geared towards adaptation.

There is not enough here about the importance of leaders role modeling new behaviors and ways of working. If leaders (1st line managers and above) are not themselves demonstrating new behaviors it will impede employees conversion to taking new behaviors and sustaining them as habits over time. Leaders showing they can be adaptable to continuous change creates the environment that drives building habits within the broader organization.

I agree with changes not only being sustainable but scalable (easily iterated upon and improved). I'd like to caveat, that within the more Kaizen style environments, there's a risk of innovation to the point of watering down of base products and creating more complexity. Why? because when problems arise, the root cause is at times, not focused on. And if it isn't, you may find yourself ending up with creative band-aids, vs. truly innovative solutions that actually solve problems and create more solid products and solutions. I guess you could say, ensure to adapt with divergent and convergent thinking. Use the great problem solving tools like 5 why's, fish bone, and even polarity thinking where need be.

I am a big fan of injecting a sense of creativity in organisations, especially to support the need for quick pivoting. Some things you can do: 1. Encourage everyone to explore new ideas, experiment with different approaches, and embrace a mindset of curiosity. 2. Create spaces for brainstorming sessions, idea exchanges, and playful exploration. Creative spaces stimulate people to think outside the box (or even better: think without a box... why need a box at all?), challenge conventional thinking, and dream big. 3. Make collaboration across diverse teams and departments a no-brainer. Cross-pollination of ideas often leads to innovations that blend the best of multiple disciplines.

The main constant businesses face is change. What is right for today may no longer be fit for tomorrow and people need to accept that it is ok. The thing that can’t be overlooked however, is that changing too frequently can result in it being very difficult to measure whether a change was successfully embedded or if it was truly effective.

Read the room. If majority of goals are achieved and the organisation is satisfied and/or senior management has moved on to other priorities, consider if it’s worth pushing for the final 10% ? Assess who really cares and if it’s still worth it. Don’t stick rigidly to original goals. Don’t waste effort on items that are no longer urgent. “Call it” and move on to a new higher priority need.

One big misconception is that things will get easier once you achieve your initial win, like getting a budget approved, winning executive sponsorship or even completing an initial project. It doesn't. In fact it usually gets harder, because making progress shows those who oppose the change you're trying to achieve that it is actually possible. As I explain in my book, Cascades, that's why so many change efforts fail to "Survive Victory." You can never bet your change effort on any particular person, technology, program or policy. It always needs to be rooted in shared values. If people feel they share your values, they'll be willing to accept change. That's how you survive victory and build change for the long term.

The leaders you have in charge of the change management initiative probably make the single most important difference how successful change is and how long it takes to get there. Besides justifying the need for change and having everyone buy into it, next I would prioritise the quality of change leadership. One can tick all the other boxes, including goals, capacity building, resources, monitoring etc. If those in charge of the change initiative are not relentless about it, fully convinced how vital the change is, cognisant that this change has a window within which it must happen before strategically irrelevance kicks in, and are able to hold themselves and the entire organisation accountable to the change, it may be a lost cause.

In my experience change management becomes to centrally steered in organizations. If you want change to stick, it needs to be built into the company culture as a learning & innovative organization. Managers needs to to be bold and delegate responsibility and not micro manage. Change is a team effort not a one man/female show. Ideas seldom come from one person and they get better if elaborated from different angels and from different perspectives. Change is more or less the only constant thing we have, even though we as humans are handling at as a temporary activity or something that we can avoid. With a servant leaderships style and nuture a culture of safety in each individual that change is something positive. If you need speed.other ways