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Change management/creation

What is change management?

Change management is the use of the necessary knowledge, skills, abilities, methods, processes and tools to lead an individual or a group of employees from the current to the future, desired situation, to ensure that business goals in connection with a change are achieved.

Change management/creation

What is change management?

Change management is the use of the necessary knowledge, skills, abilities, methods, processes and tools to lead an individual or a group of employees from the current to the future, desired situation, to ensure that business goals in connection with a change are achieved.

There are a number of recognized and well-tested methods on the market, such as Prosci, LaMarsh, BeingFirst and Kotter. In addition, a number of organizations use self-developed methods for change management.

A change management method will typically contain essential elements such as:

  • Sponsor involvement
  • Work out
  • Communication
  • Dealing with resistance

Change management is an independent discipline that compliments, for example, project management in connection with the implementation of changes in organizations.

What do you get out of working with change management?

Via a number of studies from e.g. McKinsey and Prosci have created documentation for a clear connection between the quality of change management and the likelihood of achieving the business goals in a change project.

 

This means that the organization will more quickly realize the gains that have been the prerequisite for starting the concrete change project.

If an organization wants to move from BAD Change Management to REALLY GOOD Change Management, it will typically take a long time (years) and require many resources (both internally and externally).

How do you get started with change management?

When an organization wants to improve the way it works with change management, the following elements will be critical:

  • Assess the organization's readiness and desire to improve the way it works with change
  • Create a breeding ground in the organization so that core players support the initiative
  • Choose which method you want to use
  • Dress the organization in the desired approach/method via training, support, organization etc.
  • Integrate the change management method with other delivery models (e.g. project management, LEAN, Six Sigma etc.)
  • Secure power measurement of the above

John P. Kotter: Change management

8-Step Change Management Model by John P. Kotter

The model consists of eight phases, which can be used in connection with any major, far-reaching change initiative in a company. This is a sequential model and it is not appropriate to skip any of the steps.

Detailed explanations for the model

  1. Create a feeling that change is a necessity.
    It can be a challenge to get people to leave their comfort zone and convince them that change is necessary. Economic loss is one of the most tangible means that can help initiate a change process by creating a sense of necessity.
  2. The composition of the leading working group.
    You cannot expect everyone in the management to support, but in order for the group to make progress early in the process, it is important that decision-makers are also involved.
  3. Vision and strategy.
    Create a vision and a strategy that can realize the vision. It is important to create a tangible, concise vision that employees, customers and stakeholders can relate to. Detailed plans often create confusion, and it is necessary to speak not only to people's intellect, but also to their emotions.
  4. Communicate the vision.
    Tell the story at every opportunity. It is important that the members of the leading working group take the lead in spreading the positive message. Remember that actions often speak louder than words. Therefore do as you say.
  5. Remove resistance to the changes.
    Systems and structures that counteract the changes must be removed. Employees must be encouraged to come up with ideas and to take initiative.
  6. Create visible and short-term results.
    It is important that visible, quick results are created and that the employees who contribute to implementing improvements in the process are rewarded for their efforts. If this does not happen, the change process will stall after a while.
  7. Reinforce improvements and maintain the changes.
    Be sure to use the credibility that the quick results provide to change systems, structures and guidelines that do not fit the vision. Employees who can implement the vision should be promoted or new ones must be hired. Avoid declaring victories too quickly, as this risks dampening the sense of urgency and thus putting a stop to further change efforts.
  8. Implement new procedures into the organization's culture.
    Explain the connection between the new behavior and the company's success. Develop tools that can ensure management development and continuation of the change.

Source: John P. Kotter: “Leading Change. Why Transformation Efforts Fail” in Harvard Business Review, March-April 1995.

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