Ask TCC how do I manage change within my business most effectively

1
Ask TCC How Do I Manage Change Within My
Business Most Effectively?

• The Change Consultancy

• https//thechangeconsultancy.co

2
Managing Change Effectively In Organisations
Really Requires 5 Main Activities To Be Covered

1. Understand what the benefits of the change will
   be.
2. Understand what culture exists within the
   organisation.
3. Plan the solution to achieve the change.
4. Implement the change.
5. Evaluate the change.

• Lets take a look at each of these
  steps in a bit more detail

• https//thechangeconsultancy.co

3
DO NOT IMPLEMENT A CHANGE BEFORE
YOU UNDERSTAND ITS BENEFITS.

• No change should ever be delivered
  without understanding what benefits will be
  rendered. The benefits will always be varied
  depending on the audience.
• For instance, lets consider a
  lightbulb that will be used as it is lower cost
  and even has a brighter glow. A business owner
  will be focused on long term potential to cost
  savings, whilst a staff member will potentially
  be more interested in whether this will affect
  their eyes. In fact, most changes will focus on
  reduced costs, increased margins and fewer
  man-hours, which will always be good for the
  people pulling the strings. However, the benefits
  to the majority of staff will not always be made
  clear.

• https//thechangeconsultancy.co

4
KNOW YOUR COMPANYS CULTURE, KNOW WHAT ANGLE TO
TAKE.
The main area to focus on is the personality of
the organisation

• It is usually the greater staff numbers
  that decide if a change succeeds or fails and
  therefore really understanding what the culture
  of the organisation is, becomes an essential part
  of delivering effective change. Understanding the
  personality of the organisation will allow you to
  gauge whether it is ok to be ruthless, or whether
  a more family note is needed for the change. Not
  understanding this can render any change plan
  useless.

• What are they trying to achieve (Vision, Mission,
  Focus)?
• What are the behaviours they demonstrate (Belief,
  Values)?

• https//thechangeconsultancy.co

5

• Be wary though. Most organisations will
  have this worked out, but there is likely to be a
  large disconnect from what is advertised.
• So lets go back to our example of a
  lightbulb and consider that the organisation is
  going to change the lightbulbs in the
  organisation as it saves the business owner
  money. What will be the likelihood of the staff
  all embracing the change and cheering it forward?
  Low to none right?
• Ok so, now lets start to imagine an
  organisation who is all about family values and
  supporting more families as they grow, and
  everyone is really bought into the behaviour to
  achieve this. Does this make it easier to start
  to begin to think about how to get people on
  board? It should, if you start crafting all
  language around something like a universal light
  bulb change in an organisation and start to align
  it to

• https//thechangeconsultancy.co

6
The main area to focus on is the personality
of the organisation

• the fact with reduced costs wed be able to look
  at the increased opportunity for growth and
  supporting more families. Now if you pose the
  question around likelihood of adopting the change
  enthusiastically, has it increased? I hope so.

• We know what is changing check.
• We understand the organisation check.

• https//thechangeconsultancy.co

7

• So we know what is changing and we
  understand the organisation, now planning the
  change should be easy. To take it further, it
  requires standard project management skills to
  progress. Document everything required to fulfil
  assurance, sign everything off with the invested
  parties and get ready to implement. This area is
  fully covered by the like of Prince2 and others,
  the standard framework of delivering a project.

• https//thechangeconsultancy.co

8
IMPLEMENT THE CHANGE. SIMPLE AS THAT
EVALUATE, EVALUATE, EVALUATE.

• If the previous steps have been done
  correctly, this should flow easily. Ok
  implementation is usually the hardest part and we
  know that, however if all the groundwork has been
  done as stipulated above, things should flow
  fairly fluidly. Of course that all depends on the
  people involved.

• Of all our standard change steps
  Foundation, Plan, Implement, Evaluate, Evaluate
  is the area which is done the worst Most dont do
  Evaluate, but nearly all will try to evaluate,
  and in the worst cases fail dismally. It is
  usually done so badly because the benefit in the
  first place was so broad and/or ill-defined, and
  no baselining was ever done meaning there is no
  understanding of potentially what the benefit was
  specifically and/or no idea of what it was like
  in the first place.

• https//thechangeconsultancy.co

9

• Getting Change right in an organisation
  should deliver value with minimal resource, and
  this is everything we hold dear at Change. Were
  quite happy to answer any questions via
  enquiries_at_thechangeconsultancy.co or you can read
  more thoughts now.

• https//thechangeconsultancy.co