Recently, i-Realise Chairman Chris Collins published an article on the five fundamentals for de-risking change. Over the coming months, we’ll be exploring these five areas in more detail; first to take the stage in this post, we’re talking about analysis vs. change management.
In Chris’ first article, he noted that those individuals who excel in understanding and designing processes are not necessarily effective at generating the enthusiasm necessary to make process change stick (and vice versa). But at the crux of it, effective change programmes need both of these competencies. So, how can this be achieved?
The first step is to recruit people who at least have some of each competency:
- Structured thinkers who can demonstrate empathy and ability to communicate
- People-people who are able to think and communicate in a structured and logical fashion
It is important to use a change methodology that combines structured analysis with engagement and communication. For instance:
- ‘As-is’ workshops that engage the people whose jobs are going to be changed. The concrete output from these workshops is process maps and lists of issues. However, the equally important output is a set of people who are now engaged in the process of change and keen to see how the issues they have identified are going to be solved in the ‘to-be’.
- A structured process for stakeholder management. Stakeholder management requires strong interpersonal skills, but in order to be effective it needs to be managed within a structured process with measures and review points.
At i-Realise we have developed tools to help consultants build out their competencies. These tools help structured thinkers to improve their change management skills, through methods such as:
- Coaching for performance – how to encourage people to change their behaviour by understanding consequences
- Managing stakeholders (ERP) – understanding each person’s Emotional, Rational and Political drivers
- Presentation skills – using presentations to influence, not just present information
These tools also help empathetic types to structure their thinking – for instance:
- Process mapping
- Root cause analysis
- Transition planning
Over 25 years helping organisations to successfully land transformation, we have seen change programmes that produced world-class process designs and failed because the analysts failed to bring the key people with them. We’ve seen change programmes that led to large amounts of enthusiasm, which then dissipated because it wasn’t associated with any substantive change.
Successful programmes must address both analysis and change management in a seamless fashion. To find out more about how to get your business ready for change, get in touch with us.