Beyond the Blueprint: Real-World Perspective in Change Management

I once took over a project from another project manager as he was leaving the company. During an initial hand-over meeting, he stressed that the change management in this complex project was extremely difficult, and he was facing opposition and really had a tough time getting anywhere.?

After shadowing him on a couple of different meetings, it became truly clear to me that the change management was not difficult - but the approach to doing it had made it extremely difficult. In the following, I would like to share a few insights based in old war stories.

Change Management: Unwrapping the concept

A standard definition of what change management could be something like: “Change management is the process of identifying, planning, and implementing changes in an organisation in a structured and efficient manner. It is a crucial aspect of business because change is a constant and inevitable part of any organisation.”?

That is wonderful! It sounds like it is just a recipe you have to follow, figure out what you want to change, apply shake & bake and presto! You have upgraded things!

The reality is a bit bumpier and my lens for looking at this comes from developing and deploying projects for more years than I care to admit ??

The Hidden Depths of Change Management in Projects

Beneath the surface of many projects lies an undercurrent of cultural change, akin to an iceberg's unseen mass. What remains hidden beneath the waterline can undermine even the most diligent efforts, threatening to sink your project like the Titanic.

Transforming Cultures: The Core of Change Management

Over the years, I've spearheaded numerous projects that introduced new manufacturing technologies, processes, or whole new products—often accompanied by on-the-job training and scaling to achieve regular operations. Such transitions can profoundly affect organizational culture, challenging the status quo of "how things are done." Whether it's rolling out a new process or overhauling the production line of an entire factory, the scale of change varies—but the essence remains the same: it's all about managing change. The real challenge lies in ensuring everyone is aligned, understands the implications for their work, and is committed to driving the change forward.

This also means that the name of the game becomes “change management” - how do you help the necessary change(s) get into play in a way that makes sure everyone is onboard, understands what the changes mean for them (both in effort to get them driven in but also benefits to their daily work life) and of course wants to help drive them home?

Avoiding the 'No-Brainer' Trap in Change Initiatives

Change management can range from straightforward to complex, but assuming it's a "no-brainer" is a risky oversight. Underestimating the complexity of change can introduce unforeseen challenges, transforming the project landscape into a minefield of risks—interesting only from a safe distance, with popcorn in hand.?

Change Management: Myth vs. Reality

The term "change management" might evoke images of neatly packaged processes, ready to be unrolled in a tidy, linear fashion. However, reality paints a different picture: managing change is often an organic, messy affair, significantly influenced by the level of interaction and engagement. Whether integrating new technology, merging companies, or implementing new processes, the success of these endeavors hinges on a deep understanding of change management principles and practices.

Putting People at the Heart of Change

Beyond the myriad technical, financial, and commercial considerations of a project, its success fundamentally hinges on people: those driving the project forward and those affected by its outcomes. Recognizing and prioritizing human elements is not just part of change management—it is change management.

If you are already focusing on the people involved to get change delivered and into the hands of the people that will use it, chances are you are already doing change management!

Leveraging Models for Effective Change Management

I have encountered a number of change management models and approaches, but I frequently find my way back to 3 models that I think stand out for their practicality and clarity: Kotter, McKinsey 7-S and the ADKAR model.

While numerous frameworks exist, these three are particularly user-friendly, offering clear guidance on the steps necessary for effective change management. They excel at demystifying the process for stakeholders and collaborators, providing a visual roadmap of what to expect and when.

What truly matters, however, isn't the model chosen but the thoughtfulness behind the selection. Consideration of your specific goals, the stakeholders involved, and the desired outcomes is paramount. These foundational elements of change management are mirrored across most models, underlining their universality as not just change management tools but as essential project management practices.

Navigating Change with Kotter, McKinsey, and ADKAR

Kotter: emphasizes the creation of a sense of urgency and the assembly of a coalition of change leaders and agents, laying the groundwork for motivated and directed change efforts.

Resource: ?https://www.kotterinc.com/methodology/8-steps/

McKinsey 7-S: offers a balanced lens on change, distinguishing between the tangible (Strategy, Structure, Systems) and the intangible (Shared Values, Skills, Style, and Staff) aspects of an organization, acknowledging the more visible nature of the former over the latter.

Resource: https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-7-s-framework

ADKAR: focuses on the individual journey through change, highlighting the importance of Awareness, Desire, Knowledge, Ability, and Reinforcement as key elements in successful change management.

Resource: ?https://www.prosci.com/methodology/adkar

Central to all three models is the role of people in the change process—understanding their motivations, addressing their concerns, and equipping them with the necessary tools and knowledge. This human-centric approach underscores my belief that effective change is achieved through and with people, transcending mere tools, processes, or data.

From Leadership to Front Line: Comprehensive Support Across All Levels

Support within an organization isn't just crucial—it's the linchpin of successful change. Without it, initiatives stall before they even begin.

Leadership Commitment

While securing top management's buy-in is universally acknowledged as vital for change management, mere agreement falls short of what's truly required. Leadership must not only endorse change but also actively champion it. This means being visibly committed, consistently engaged, and directly involved in communication efforts. Such leadership behaviour not only accelerates momentum but also signals change as an organizational imperative.

Effective engagement varies with organizational size and culture, necessitating a customized approach to leadership involvement.

?Engaging the Front Lines

Equally important is the engagement of those on the front lines—the individuals who will live the change daily. Their involvement, from understanding upcoming shifts to voicing concerns and suggestions, fosters a culture of two-way communication. This opens the door to genuine participation and collaboration, transforming passive observers into active contributors.

We are the Champions!

Identify and empower your change champions. These individuals, whether part of a steering committee, front line staff, or training teams, serve as the vocal advocates for the change initiative. Their role is twofold: to provide support and clarification within the organization and to channel feedback to project leaders, ensuring the change is responsive and adaptive.

Initiating Change: Practical First Steps to Take

Whether you're facing a well-defined change mandate or starting from scratch, my starting point is always pulling together a team and mapping out what things look like now - this comprehensive snapshot of the current state is going to be a great baseline for starting out.

Assembling Your Team

The composition and size of your team will vary based on the project's complexity, but at a minimum, you should form a deployment team and identify the teams that will receive the change. With this core group in place, you are ready to advance.

Taking a Page from the Lean Playbook

I often draw inspiration from lean manufacturing principles, specifically value stream analysis (VSA) and, in certain cases, vertical value stream analysis (VVSA), to kick start the process.

Conducting a detailed mapping of the current operational landscape—covering workflows, processes, personnel, and equipment—provides invaluable insights. This exercise not only helps in defining the project's scope and timelines but also in creating a shared understanding among stakeholders. Documenting this analysis in a report, complete with a concise executive summary, facilitates broader communication and alignment.

Crafting Your Change Management Blueprint

To lay the groundwork for effective change management, I recommend documenting the following key components:

• Current State Assessment: A thorough description of the existing operational environment.
• Future State Vision: A clear articulation of the desired outcomes post-change.
• Change Overview: An enumeration of the specific changes planned, detailing what will be different.
• Budget Considerations: An estimate of the financial resources required, if ascertainable.
• Timeline: A provisional schedule outlining major milestones and deadlines.
• Risk Profile: An analysis of potential challenges and uncertainties.
• Project Scope: A delineation of the project's boundaries, including what is and isn't included.

The Dynamics of Change: When and How Change Management Unfolds

It may seem self-evident, but effective change management occurs when two critical conditions are met: 1) there is a shared understanding within your organization of the current state versus the desired future state, and 2) active engagement with both the people and the structures of the organization to implement the envisioned change.

Change Management Front-loaded? Can You Do That?

I recall a senior manager eager to accelerate the change management process. He suggested we immediately engage stakeholders to prime their enthusiasm for upcoming changes—despite lacking a clear definition of what the project would actually entail or its potential impact. To me that was a non-starter - Engaging in discussions without a concrete understanding of the present situation or the intended outcomes risks turning meaningful dialogue into speculative conversation, which for my taste and a misuse of people’s time and focus; time and focus is a currency I would much rather spend where there is value to be had.

So, WHEN does it happen?

So, when should change management efforts begin in earnest? The initiation of tangible change management activities aligns with the commencement of deployment and planning phases. Establishing a comprehensive understanding of the current and desired states sets the stage. It's at this juncture that the real work of change management begins: developing a detailed plan, addressing potential risks, crafting communication strategies, and mobilizing the necessary tools to keep everyone aligned, informed, and committed to the journey ahead.?

Ensuring Change Sticks and Delivers Value

Managing change projects is inherently challenging, with obstacles such as resistance, stakeholder conflicts, and resource constraints frequently arising. However, as the project progresses, outcomes become tangible, allowing everyone involved to witness the fruits of their labour and align on the path forward.

Stay on Target: The Hidden Bumps in the Road

In my experience, the most significant challenges in change projects tend to emerge at the beginning, during the alignment on current and desired states, and at the conclusion, when the initiative is transitioned to the operational team. It's in these transitions that projects are most vulnerable, akin to removing one's hands from the steering wheel only to watch the vehicle veer off course in a comedic, almost Looney Tunes-like fashion.

Assigning Ownership: The Key to Anchoring Change

The key to lasting change, regardless of the project's scope or location, lies in establishing clear ownership. This means ensuring there is a designated individual or team with a deep understanding of the process, backed by a well-defined, locally adapted support structure. Comprehensive training and a mechanism for ongoing evaluation of the change's effectiveness are also crucial. Regular follow-ups to assess the health and sustainability of the change are recommended to ensure its long-term success.

Measuring Success: Evaluating Change Impact Post-Project

While projects typically have success metrics defined upfront, a common gap I've observed is the disconnect between these metrics and the practical, ongoing evaluation of the change's impact. It's vital not only to establish benchmarks during the planning and execution phases but also to integrate methods for assessing the change's benefits after completion.

Final Reflections: Key Takeaways and Moving Forward

I hope you enjoyed these small pointers. My suggested key takeaways and elements to consider would be:

1. Change Management is More Art than Science: While frameworks and models provide structure, successful change management requires a nuanced understanding of organizational culture, human behaviour, and the dynamics of change.
2. People Are at the Heart of Change: Successful change initiatives prioritize engaging people at all levels of the organization, from leadership to front line employees, ensuring everyone is aligned, committed, and understands the value of the change.
3. Effective Communication is Key: Clear, consistent, and transparent communication helps build trust, reduce resistance, and foster an environment where change can be more readily embraced.
4. Flexibility and Adaptability Are Crucial: Change is not always predictable. Being able to adapt plans in response to new information, challenges, or feedback is vital for maintaining momentum and achieving desired outcomes.
5. Ownership and Accountability Drive Success: Assigning clear ownership for change initiatives ensures that changes are not only implemented but also embedded and sustained within the organization.
6. Measurement and Evaluation Matter: Establishing metrics to measure the success of change initiatives both during and after implementation helps in understanding their impact and guiding continuous improvement.
7. Learn from Every Experience: Every change management project, whether successful or not, offers valuable lessons that can inform future initiatives. Reflecting on these experiences is crucial for growth and development in change management practices.
8. Models and Frameworks Are Tools, Not Prescriptions: While Kotter, McKinsey 7-S, and ADKAR provide useful guidelines, the most effective approach to change management is tailored to the specific context and needs of the organization and its people.

Did you find the article useful? Please feel free to share your own experiences with change management, suggest topics for future articles, or connect with me for more in-depth discussions. Looking forward to it!

Happy changing ??