How do you balance the need for agility and stability in your change management approach?

Assessing the context and scope of change involves understanding the underlying factors driving the need for transformation, as well as the potential impact on your organization and its stakeholders. Begin by evaluating the external and internal forces at play, such as market trends, competitive pressures, and organizational culture. Next, determine the breadth and depth of the change, whether it be incremental adjustments or a full-scale paradigm shift. Engage key stakeholders in the process, fostering open communication and collaboration to ensure buy-in and smooth implementation. Address potential resistance by providing adequate support, training, and resources, while also monitoring progress and adjusting the approach as needed.

Don't underestimate the importance of effective communication throughout the change process. Clear, frequent, and transparent communication with stakeholders can mitigate resistance and builds trust.

In my view, before embarking on any change project, it's essential to gain a deep understanding of three core elements. First, the current situation must be thoroughly assessed to provide a baseline from which change can be measured and navigated. This involves understanding current processes, performance levels, strengths, and weaknesses. Second, clear desired outcomes must be defined. These are the goals the change project aims to achieve, providing direction and focus for the initiative. Lastly, an analysis of the potential impacts of the change should be conducted.

As part of your assessment of the context and scope for change, you also need to analyse the stakeholder landscape and appetite for change, based on sentiment as well as previous knowledge of the organisation's culture, and the success of past change programmes. It is worth taking a temperature check on aptitude and attitude towards change. This will provide a baseline of where your people are and a gap analysis of the behaviours you want them to adopt in order to make the change successful, should help you frame the balance between agility and stability. There may be certain key activities you need to conduct to ensure stakeholders are ready for what is ahead. This includes knowledge building, upskilling and developing change agents.

Consider conducting a pilot test or a small-scale trial of your chosen change model and method to gauge its effectiveness within your unique organizational context.

In my experience, the McKinsey 7-S Model is a robust tool for change management because it takes a holistic view of an organization, looking beyond just strategy and structure, which are often the focus of change initiatives. Considering seven critical elements - Structure, Strategy, Systems, Shared Values, Skills, Style, and Staff -ensures that all interconnected aspects of an organization are aligned for the change. The model emphasizes the importance of coordination among all these elements. It recognizes that a change in one area can impact others, and therefore, changes must be implemented across the entire organization for it to be effective.

It is important to start and if you don't see the results try changing the method. Do not be scared to innovate and improvise - since models and methods are just guidelines - your people, market, and business are all unique so there is no guarantee that the chosen method and model will work.

Creating a dedicated change management team or task force can help champion the change internally. This can boost its success rate.

In my experience, communication is key: ensure transparent, timely, and consistent information flow about the change process, its rationale, and the anticipated outcomes. This helps reduce uncertainty and resistance. Additionally, involve employees in the change process where possible. This could be through feedback sessions, collaborative problem-solving or decision-making forums. Such involvement not only provides valuable insights but also makes people feel valued and part of the change, thereby increasing their engagement.

The communication department and PR agency will probably be one of the strongest pillars on which change management will be based on. Not all stakeholders will like change so scenarios on how to deal with adversaries of change are a must.

I think organisations can make this far bureaucratic; there needs to be a balance between being agile and being thorough. I am a big fan of the daily standup process and short weekly meetings instead of death by PowerPoint. Ensure visuals are key, so reduce the words used and let charts etc tell the story.

Don't forget the main objective of the change is always to improve the bottom line. However, some quarters might be worst than the quarters before you initiated the change. Regardless of that trust your gut and continue.

Learning plays a critical role in change management as it equips the organization and its individuals with the necessary skills and knowledge to adapt and thrive. Additionally, learning can help reduce resistance to change. When employees understand the rationale behind the change, the steps involved, and the benefits it brings, they are more likely to support and engage in the process.

Despite all the preparation and careful execution of change sometimes change does not yield desired results. Regardless of that change management must be a continuous process in any business. Your business can only evolve with changes.