Your company is struggling with performance. How can you use change management to help?

History teaches us that, change is inevitable in this world to survive and be relevant to ever changing consumer and customer demand! Following are my experience to successfully implement change management, - Identify the need for the change - once need and purpose is identified, adopt bottom up approach and involve all the relevant stakeholders in drawing plan to implement - Clearly communicate the purpose and ensure excel in execution, key here is Leaders should be on point of action - Review the progress and communicate, celebrate the smaller successes - One Team, One Goal, One system is the only Mantra to drive for positive change,

Sometimes you have to step back to see the wood for the trees. Change management helps with getting the team back on track - allows for clarity and understanding of the current situation and provides for improved thinking on what needs to be done to take the business forward even if this means some hard decisions. There is more focus and better communication. Roadblocks and resistance are avoided. Transparent engagement and alignment on the way forward promotes a more improved plan and cohesiveness so that its implementation is achievable. Ultimately smarter decisions are then made and efficiencies improved.

Status quo is a recipe for extinction in this hyper-competitive landscape. We actually need a cultural revolution! Change management isn't sluggish bureaucracy, it's a growth accelerator. Let's dissect the problem, set audacious goals, and empower teams to iterate at warp speed. Communication transparency is paramount. No silos! Celebrate wins, crush inefficiencies, and remember, progress isn't comfortable, it's exhilarating! This isn't about surviving change, it's about thriving in the chaos.

The level and degree of change management required will depend on complexity of the change including the associated impact to the business and perceived pain to stakeholders. In some cases simple communication and transparency is most effective. In other situations, buy-in is earned via gathering stakeholder’s input, highlighting how the stakeholder fit into vision, consistent communication, conducting pilot and focus groups and ensuring final outcome reflects these inputs. Buy-in is derivative of acceptance which promotes behavioral change.

The biggest benefit of change management is communication. It must be concise and targeted to different audiences to give them the right information with the right messaging, at the right time. Always give people access to the overall picture and details, but frequently communicate current status, next steps, and "the why". What benefit will we get from making this change? What issue are we trying to solve? Change is always challenging. Communication is key to getting the organization to understand and accept change and then help make it happen.

Many Organisations turned the performance around when the CEOs started explaining things by starting with WHY. This is nothing but starting with the purpose. When the purpose is shared clearly, the employees find the HOW. Most of the Companies fail because of lack of a shared vision and common purpose. We cannot have sub organisations within the Organisation pulling in different directions and the teams become directionless. When everyone starts speaking the same way, things start happening automatically.

This is the most important step in change management. 'Change' in itself is hard as human beings are wired to embrace comfort zones and resist change. A lack of communication will only make change harder. Below are the essential three key steps when communicating the vision 1. Share the need for change explicitly outlining both short term and long term implications. Its important that everyone knows the 'why' behind the change 2. Make space for feedback- its important to not just gather feedback but also to alleviate concerns if any or embrace tweaks as needed. 3. Reiterate and reinforce- Over communicate. Also every one has different learning styles. So make sure to have different mediums to pass- Visual, email, videos etc.

It's all about demonstration of leadership behaviour during any challenging scenario of an organisation. Performance can be improved by Change Management (CM) process. CM process involves situation assessment by defining clear problem statement, development of CM plan by involving stakeholders & communicating compelling vision of a change. Implementation of plan by utilising SWOT tool. Identify skill gaps of team & arrange plan to fill the gaps. Ensure provision of a mechanism which monitors progress & provides constructive feedback on regular basis.

Comunicar la visión es un ejercicio continuo que debería acompa?arse del ejemplo, permitiendo a otros colaboradores a?adir su perspectiva. Es entonces cuando la visión es realmente compartida y se podría buscar un objetivo común. Explicar la visión, respondiendo preguntas asegurando se comprende su impacto y efectos facilita la adherencia a esta. De lo contrario es un mero se?alamiento de tránsito sin sentido.

One thing I’ve noticed over the years as a major challenge to change management is adoption. When new initiatives, projects, programmes or products are introduced to organisations as a tool to help improve productivity. People tend to view said initiatives as a project (with a defined timeframe) as oppose to viewing it as BAU (Business As Usual) upon completion or implementation of said initiatives. With that in mind the people’s reaction to the change is often misguided. So proper stakeholder management, engagement and communication is needed to properly communicate not only the vision but the importance of adapting the change to a BAU.

By empowering and involving people in any transformation it can help manage the fear of change and uncertainty. It is vital that organisations understand the risks that change can bring and implement strategies to help people cope with change and actively engage to make the process much smoother.

People closest to the problem can be effective partners in finding the solution. Investing time and resources in understanding their perspective, building a shared understanding of the ‘real’ problem, and co-creating solutions can help sustain the efforts to turn things around. This is not a’ tick the box exercise’ - be authentic, people will see through insincere efforts.

Prepare, coach, Direct support, delegate & empower employees who are the face, their success is crucial for overall success of the company. clearly articulate and be transparent with the reason for the change and expected benefits. Also have clear Objective and Key Results for each employee, Key results should be quantifiable in numbers and Engage employees at all levels. Seek their input and involve them in shaping the changes. Continuously assess the effectiveness of the changes. and be willing to adjust the strategy based on feedback and outcomes.

Ensure that members of your organization believe that their participation in a mature Change Management process will benefit THEM. - helps to communicate their changes - helps to get advise on better ways to implement their changes - helps to recognize the changes that they are bringing to the organization

You can-use change management to define what performance looks like and define where the company wants to be. Then analyse the current state and understand the gap to the future. The key will then be understanding what is demotivating the teams and what can be changed to motivate them to achieve the new state.

In general, leadership at most companies plan too much and implement far too little. They would be far better off implementing and pivoting multiple times to get desired results than 18 months of planning, slow implementation, and reluctance to rip and replace. Given that 70+ % of Digital Transformation efforts fail or deliver next to no value, implement and iterate is the strategy of those who are achieving incredible results.

Monitoring is most crucial for lasting change. Without follow through and consistency, the organization will revert and it will make change management even more difficult to enact the next time around!

In our experience, it's not just about implementing changes; it's about making everyone part of the journey, understanding the why, what, and how of the changes. Monitoring progress is continuous, with regular check-ins to gauge the effectiveness of the changes and make necessary adjustments. Ultimately, the goal is to embed these changes into the fabric of the organization, turning improved performance into business as usual and recognizing those who contribute to this success. This holistic approach to change management not only addresses the immediate performance issues but also sets the foundation for sustained improvement and growth.

Be prepared for course correction. Monitor progress in the spirit of looking for ways to improve. Have ground rules to assess and provide psychological safety where there is no fear of retribution.

Continuous performance reporting is key. A weekly report, coveting hard bottom line targets and progress against these, across the organization works wonders

If a team is underperforming, it is easier to trigger change. Nobody wants to be part of a losing team. But yes, sustaining the change is more challenging. People go back to their previous ways. We are creatures of habit and powerful old routines make us backslide. So ensure that: - wins and adherence to change are always acknowledged, recognized & celebrated - deviations and return to old ways are called out in the proper forum, using an approach that encourages sticking with the new ways of working - tangible rewards are provided, no matter how small, so that people know there is “something that’s in there for them” when they embrace the change

Implementing change management can help by: Clearly communicating the reasons for change. Involving employees in the process. Providing support and resources for adaptation. Monitoring progress and making adjustments as needed.

When performance is under pressure often an organization tenses up leading to more control, more micromanagement and more focus on costs, processes and indicators. By reinforcing and sustaining the change you can swift focus to the root cause of hampering performance and ignite intrapreneurship, ideas and commitment to change to improve practices or look for new sources of income which will eventually lead to improvement of performance

Change kann nur passieren, wenn es konsequent umgesetzt wird. Mitarbeiter denen der Change zu unbequem ist, zu viele Ver?nderungen abringt, werden genau prüfen, wie "standhaft" die Führungskr?fte sind. Erst wenn sie merken dass das Vorhaben konsequent umgesetzt wird, steigert das die Akzeptanz. Bei anderen geht es deutlich schneller, weil sie den Nutzen und die Erfolgserlebnisse daraus sehen und dadurch die Best?tigung haben, das der Wandel etwas Gutes ist. Diese Konsequenz muss aber von der Führungskraft kommen - die Mitarbeiter wollen und müssen geführt werden. Also kann das Aufrechterhalten nur funktionieren, wenn Gesch?ftsführung und Führungskr?fte den Wandel konsequent vorleben und auch einfordern.

When the goals and objectives are achieved and the benefits are realized and organization is now back on track, it’s important to reinforce and sustain the gains. This will be through constant monitoring and periodic evaluation. You also need to proactively seek feedback from the employees and mostly importantly, the customers. A data driven change management process will help the change team to gain valuable insights for planning and execution purposes.

When the company struggle with its performance two course of actions need to be considered In short terms, encourage each function to come forward with their improvement plan and all for collective reflection to minimise the losses (this is about efficiency) In long terms , take a deep review of the business strategy (strategy is about a breakthrough in performance ) and don’t forget capabilities as the driving engine( resources , technology, partnerships… etc

To address performance issues in the company, implementing change management is crucial. Begin by conducting a thorough assessment to identify areas requiring improvement. Communicate the need for change transparently, emphasizing the benefits for both individuals and the organization. Develop a comprehensive change plan, involving key stakeholders and providing clear timelines. Foster a culture of adaptability, encouraging employees to embrace the changes. Continuous communication and training are essential to ensure a smooth transition. Monitor progress regularly and adjust strategies as needed, fostering a positive and collaborative environment throughout the change process.

When a company struggles with performance; it is easy to blame. Blaming wastes time. Look at Strategy, People, Service, Profit and do we have accountability with measured goals to meet our Northstar at each layer?

One of the most crucial elements is anticipating and addressing resistance to change through fostering open communication, addressing concerns, and involving employees in the decision-making process.

Creating urgency is vital. Change of any habit is hard. Without urgency it's too easy for your team to slip back into the way they were used to doing things. Creating urgency is important from the outset.