How can you create value during change?

Organisations need to be sensitive to individuals and units feeling threatened by new change initiatives. Such people or units might find defining value with direct benefits difficult. The leadership must make an effort to sell the bigger picture for such individuals or units to see beyond the seeming disadvantage of the shortrun.

One key thing to consider when defining value is establishing a baseline of expected value, informed through historical analysis. What the project/organisation/team considered valuable in the past can help a change agent tailor their deliverables towards a familiar shape!

From an individual perspective, looking for value during reactive change is about having a growth mindset whilst communicating as a leader ahead of and during proactive / planned change requires professional discipline, honesty and a collaborative approach. In either circumstance, it won't be comfortable.

One core principle that has served me well over my career: Engage and listen to your key customers! While so many are internally focussed (what is good formy function or department). But does it work against what your customers are looking for? To add value, consider working on these opportunities: - What is changing with your customer? Is your company ready to adjust? - What is the customers view of your performance? What needs improvement now? (In one case, I learned over $20M of business was being given over to our competitor due to poor lead times!) - Are your business plans aligned? - Has your leadership interacted with customer leadership lately? Have they ever set joint goals?

Never forget to have a healthy mix of qualitative and quantitative deliverables that reflect a holistic view of your change delivery.

In my view, while communicating value, it makes lot of sense to deliver it around the context of the ecosystem that stakeholders are operating in. Establishing a common understanding of value could set the tone for effective communication of it (value). When everyone is speaking the same language of value, communication is more precise and impactful. In my professional context, if I am the one responsible for communicating value to my stakeholders, I rely on communicating the business value. In my experience, when you talk bottom line, the impact/ value generated is crystal clear and not left to anyone's imagination. When you talk

Unlike project delivery, for example, change delivery value can see stagnations or blockers that are completely out of the change practitioner's hands. Make sure you consider all possible angles of presenting the data gathered in order to paint a realistic but alluring picture of the value of change to this point!

I typically think about value by measuring key Performance Indicators for both you and your customer. Look for win-win opportunities: grow revenue is an easy one to begin with.

Visuals are the best way to retain information. If possible we should explore ways to demonstrate value through interactive dashboards. Senior stakeholders are swamped with lot of information, a dashboard on the other hand could give comprehensive information on a single screen which makes their life easier and hence, project buy-in is enhanced and by extension we carry out awesome sponsor management.

I agree with the concept of change agents, leaders or supporters leading the sustenance of value. interests may wean and excitements may fade along the line, the value champions can help build and sustain momentum at their micro levels of influence. Constant communication at larger community and also at the smaller units levels are important in sustaining value.

Stakeholders are generally defensive to a change. Unless the goal of change is a centralised vision across all the groups - you will face challenges and show stoppers. Define the goal of the change as a win win scenario for all stakeholders. First step should be to assess the current state and identify pain points. Then identify gaps to reach the goal post. Always highlight the ultimate success you are trying to achieve across all the group and then build an action plan taking into account the inputs from all stakeholders. Eg- 1. Centralised repository for all groups to access 2. Reduced operational costs and capex for the stakeholders involved by eliminating duplication of efforts across different groups 3. Optimised productivity

The best way to create value during change is to evaluate the benefits from customers and employees perspectives. Once you can clearly articulate the benefits, more people will stand behind it. Some benefits can be: - improved employee and customer satisfaction - increased revenue growth and/or market share - reduced costs or expenses - simplified and streamlined processes