Creating a people-centric approach to change

Rather than seeing change as a top-down, hierarchical process or an urgent burning platform, an alternative way is to see it as a people-centric process of co-creation involving the facilitation of a collaborative partnership with stakeholders in the development of a business transformation. This focuses on encouraging multi-stakeholders to engage in the discussion about what needs to change and to use their insights, experience and energy so that they feel accountable and have a sense of ownership over the transformation. In this way, a transformation is constructed and/or negotiated with rather than for stakeholders. This means that power is more widely distributed across the organization and amongst stakeholders, which is in contrast to leaders monopolizing the creation of change and keeping a tight rein on its content and process because they believe that it will be more efficient and quicker if fewer people are involved in it.

?In chapter 3 of my latest book on People-centric Organizational Change:engaging employees with business transformations the focus is on how stakeholder engagement does not just happen to individuals but involves them having the opportunity to be proactive in mobilizing change. This is illustrated in detail in the business insight about a transformation in an airline company, written by Carlos Pullen-Ferreira , currently Vice President, Business Transformation at Sage. The case highlights that employees are by no means passive actors in organizations but need to have the autonomy and opportunity to be proactive in making change happen and to be active agents in its co-creation.

?Some practical ways to engage your key stakeholders with change comprise (but are not limited to):

?Ensure that the relevant voices are engaged and heard. Employees on different schedules or with different personal or professional demands should be given the opportunity to participate and not miss out on engaging with change. For instance, employees can be engaged in the process using a combination of surveys, personas and interviews in order to understand what they really want and need. This will differ significantly from company to company, so approaches will need to be adapted to fit your local context.

?Develop a sense of ownership. For co-creation to be successful it is not just a matter of stating that stakeholders can be more involved or participate in decisions but it means building a sense of ownership and trust. This invoves ensuring that there are clear owners, responsibilities and accountabilities for actions and that stakeholders are clear on the guard rails (that is, what is negotiable and non-negotiable).

?Involve employees in decision-making. Finding ways to include the voices of relevant people into idea generation, planning and implementation shifts business transformations towards being meritocratic, where the best ideas and inputs are included in decision-making. To encourage people to engage in ideas about what needs to improve, ask questions such as:

·????? If it was your business what would make it better for you?

·????? What do you think could be improved/done differently?

·????? What are the issues?

·????? What needs to change or be done differently?

·????? What will be the benefits to the organisation of this change?

·????? What matters most to you with regard to…?

Understand customer/client experiences

To engage external stakeholders in a business transformation there is a need to understand the customer/client experience and journey.? This involves finding out what works for clients/customers, what they find frustrating, and what they would like to change.?

Tap into existing networks

People-centric change involves gaining support and momentum from stakeholders by tapping into existing organizational networks, both internally and externally, to explore ideas and seek people’s experience and advice.? So identify the key networks that are worth tapping into to help engage key stakeholder in sharing ideas, experiences, and views.

Engaging stakeholders within and throughout a business transformation, whenever feasible, is a key element of people-centric change, this is more likely to have ensure that benefits from the change are realised rather than when change is imposed from the top-down.??