Change management is the process of planning, implementing, and sustaining changes in an organization. It involves engaging stakeholders, communicating the vision, addressing resistance, and measuring results. But how do you ensure that the changes you make are not only effective, but also lasting? How do you reinforce change outcomes with your framework?
The first step is to choose a change management framework that aligns with your goals, culture, and context. A framework is a set of principles, tools, and methods that guide you through the change process. There are many frameworks available, such as ADKAR, Kotter, Lewin, and Prosci. Each one has its strengths and limitations, so you need to evaluate them carefully and adapt them to your situation.
Practice shows that in operational environments ADKAR offers a framework that can be easily implemented and tracked. I was using PROSCI phased model &ADKAR framework in Shared Services organisations, in my previous assignments, integrating people and tech side, mainly in systems implementation projects (global scale) and complex process redesign or standardisation projects (global/regional).
The second step is to apply the framework consistently throughout the change process. This means following the steps, using the tools, and applying the methods that the framework provides. For example, if you use the ADKAR framework, you need to assess and address the awareness, desire, knowledge, ability, and reinforcement of the change among your stakeholders. You also need to document and track your progress, identify and resolve issues, and communicate regularly.
Change Management framework needs to be thought at as a versatile and adaptive set of principles, tools and activities that require thorough assessment of initial context in order to choose the right level of deep dive &right instruments to be used in the project. Consistency is required, but different approach should be used in a global vs local change or in simple vs complex change projects (single functional area impacted vs entire organisation, multiple layers of impact, etc.). Another example is defining separate communication &engagement plan and training/knowledge transfer plan, depending on the project type and complexity.
The third step is to reinforce the change outcomes with your framework. This means ensuring that the change is embedded in the organization and that the benefits are sustained. You can do this by using the reinforcement strategies that the framework suggests, such as celebrating successes, providing feedback, rewarding behaviors, and monitoring performance. You can also use the framework to evaluate the impact of the change, identify gaps, and make adjustments as needed.
Sustain phase, if you follow `PROSCI 3 phases model, should come as a result of a well managed transition from the initial context to the desired state: consistent and specifically targeted communication, engagement and training plan that accompanied the impacted people to each stage of the learning/change/transition curve (ADKAR). Reinforcement should be part of the plan (proactive actions to drive adoption and usage of the solution implemented as part of the project deliverables) and not as a crisis plan (reactive actions).
The fourth step is to review and learn from the change with your framework. This means reflecting on the change process, analyzing the results, and capturing the lessons learned. You can use the framework to conduct a post-implementation review, gather feedback, and document best practices. You can also use the framework to identify opportunities for improvement, innovation, and continuous learning.
The fifth step is to share and transfer the change with your framework. This means spreading the change to other areas, teams, or units of the organization and ensuring that it is integrated and aligned. You can use the framework to communicate the change story, showcase the results, and inspire others. You can also use the framework to train and coach new staff, stakeholders, or partners who are involved in the change.
Having a share point site used as a knowledge repository with practical samples from projects, a library of practice and expertise from change practitioners is one useful way to diseminate and raise awareness on the neglected people side of projects. Communities of Practice where best practices are shared or Yammer channels which can be used for posting success stories form projects or lessons learned are also valuable tools to create a network of change principles promoters.
The sixth step is to update and adapt the framework as you go along. This means revising the framework based on your experience, feedback, and changing needs. You can use the framework to incorporate new insights, ideas, or best practices that emerge during or after the change. You can also use the framework to modify the steps, tools, or methods that are not working well or that are no longer relevant.
My change programme implementation approach uses a 10-Step Change Management Framework (CMF) and focuses on change reinforcement during the Sustain phase. However, organisational change implementation requires adherence and discipline in the previous Plan and Execute phases, as well as effective and proactive leadership/sponsorship throughout. Organisations invest enormous amounts of critical resources in strategic change programmes, but reinforcement and the transfer of ownership to operations are superficial processes. CMF Step 10 focuses on ensuring controlled ‘Transfer of Ownership’ to operations with governance oversight, approved by the sponsor, included in every senior leader’s annual objectives, enabling the change to be reinforced.
I used the Kotter principles in a Global company in East Africa. Together with the Regional leadership team we gained in-depth knowledge of the process and principles. We then developed a very simple process that local staff would understand and identify with. When rolling out we found local staff to be very enthusiastic and appreciative of the process. It worked like a charm. Results on most fronts improved quickly due to coming off a low base & after a few years as expected slowed down. But the fact is the results are still continuously improving and being driven by local staff. The East Africa region is still after +10yrs rated as tops in the Global company. Simple is always better
Imagine you're a wizard juggling rubber ducks on a unicycle while reciting Shakespeare backward. To ensure lasting change, recruit duck-loving disciples, weave change spells, and throw epic unicycle parades celebrating victories. It's like conducting a whimsical circus of transformation that leaves a trail of confetti-covered success!