HOW-TO GUIDE: MANAGING CHANGE ACROSS THE ORGANISATION

HOW-TO GUIDE

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Managing change
across the organisation
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 HOW-TO GUIDE: MANAGING CHANGE ACROSS THE ORGANISATION

Introduction

Since the mid-2000s, heightened global competition, rapid advances in To meet these challenges, organisations need to become more adept at both
technology, changing workforce demographics and many other factors have leading and managing change. They need to be far more sensitive to, and more
forced senior management teams to confront the challenge of transforming keenly aware of, the role that culture plays (‘how things get done around here’),
their organisations. be more skilled in engaging with stakeholders at all levels, and become much
better at communication, planning and follow-through. This is because if change
In such major transformations of large organisations, leaders conventionally
efforts go wrong, the costs are high — not only financially, but also in confusion,
focus their attention on devising the best strategic and tactical plans. Yet to
lost opportunity, wasted resources and diminished morale.
succeed, they must also have an intimate understanding of the human side
of change management — the alignment of the company’s culture, values,
people and behaviours — to encourage the desired results. Transforming
work practices is particularly daunting, but also essential for organisations
pursuing operational excellence and sustainability.

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What makes change management successful?

US-based research company Prosci has identified the following change management success factors:
1. Active and visible executive sponsorship

2. A structured change management approach

3. Dedicated change management resources and funding

4. Frequent and open communication about the change and the need for change

5. Employee engagement and participation

6. Engagement and integration with project management

7. Engagement with and support from middle management

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The top three contributors can further be elaborated as follows:

1 Active and visible executive

sponsorship 3 Dedicated change management
resources and funding
When sponsorship is effective, it means the change Resources and funding are critical to ensuring that
process has a positive leader who is both actively the actual change management work gets done.
guiding the rest of the organisation through the Participants in the survey amplified their responses
transition process, as well as modelling the required as follows:
change behaviours. Participants consistently used
1. It is important to secure the appropriate
the key words ‘active’, ‘visible, ‘walk the talk’ to
amount of funding and resources
describe this top contributor. Prosci found that with
effective sponsorship, organisations are almost 2. It is necessary to have dedicated resources
3.5 times more likely to meet or exceed project with change management experience
objectives. 3. The roles of these resources need to be well
defined and communicated

2 A structured change 4. It is impactful to have a change team or

management approach community of flexible, ambitious, decisive,
collaborative individuals
Such an approach keeps the process on track,
ensures time is spent on meaningful activities, With resources dedicated to change management
and allows gaps to be identified and addressed on a project, organisations are over two times
throughout the change process. Using a structured more likely to experience good or excellent change
approach also makes processes repeatable in other management effectiveness.
change management initiatives throughout the
organisation. According to Prosci, organisations are
1.5 times more likely to experience good or excellent
change management effectiveness if they use a
structured change management approach.

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 HOW-TO GUIDE: MANAGING CHANGE ACROSS THE ORGANISATION

Change methodologies

“Today, a reluctance to Kotter’s eight-step process for

change based on favourable leading change
internal conditions is akin Kurt Lewin and John Kotter, both
to standing still in the recognised change management
middle of a race, since any experts, have suggested three
company not seeking distinct phases in any change
constant improvements initiative:
will quickly see their
1. Unfreeze the current situation and
Unlike 10 years ago, today there is a plethora of competition disappearing mindset
change methodologies and models from which to into the distance.”
2. Develop new behaviours, values and
choose. While the processes, activities and tools
attitudes (transition) through deliberate
vary by methodology, many of them share the same action
principles and practices. However, organisations Ashley Braganza,
3. Cement the new ‘as is’ and anchor the
often use one or more methodologies; for example, Radical Process Change
change (freeze)
they may use a systemic phased approach similar
to John Kotter’s eight-step change process, but then
supplement this with models that provide additional
focus on the people aspects of change, such as the
Kubler-Ross model.

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Kotter’s model has eight steps (listed below) which incorporate the above three
generic change processes:
Increase urgency — this is about convincing a large proportion of the workforce (Kotter recommends 75% of the company’s management) that the
1 change is necessary.

2 Elicit executive and peer sponsorship — form a guiding coalition of leaders outside of the established hierarchy to lead the change at all levels.

3 Set the vision — show the workforce where the change is taking them and develop strategies for achieving the vision.

Communicate for buy-in — use every vehicle possible to communicate the new vision and strategies, and teach new behaviours through the guiding
4 coalition.

Empower employees to implement change — establish the ground rules and give employees authority; change any systems or structures that
5 seriously undermine the vision.

Create short-term wins — plan for visible performance improvements to keep employees committed as the vision will take some time to achieve, and
6 short-term wins will maintain momentum.

Do not let up — the short-term wins are stepping stones, not an end in themselves, so reinvigorate the process with new projects, themes and change
7 agents.

Make change stick — articulate the connections between the new behaviours and corporate success, and embed the ‘new ways’ through training and
8 continuity. For this to succeed, you will have had to have analysed the organisation and neutralised opposing forces early in the design phase of the
change intervention.

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 HOW-TO GUIDE: MANAGING CHANGE ACROSS THE ORGANISATION

Evaluating your change methodology

It is more important to
execute thoroughly and
consistently with whatever
change methodology you
choose than it is to select the
right one. It is more important to execute thoroughly and consistently with whatever change methodology you choose
than it is to select the right one. You need to consider the needs of your organisation and the people you work
with to determine what type of model or change system will work best for everyone involved. The best change
management model is usually the one you can customise to fit organisational needs and that addresses the
specific concerns of the various people within your organisation.

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Change Management Methodology Checklist

• Will it meet your business needs and is it good value for money?

• Does it have a step-by-step process that is easy to follow and apply?

• Are there sound tools and materials that support it?

• Does it have a good cultural fit with your organisation?

When evaluating a • Can it be customised to suit your specific needs?

methodology, the following
checklist is beneficial: • Is it straightforward to learn?

• Can it be easily integrated into other processes?

• Can it be maintained by internal personnel?

• Is accreditation available to ensure people have reached a specific standard?

• Is it recognised by professional bodies?

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Change Management Effectiveness Checklist

If you already have some form of change
methodology in place, then there may be
good reason to retain this methodology, • Was the change necessary?
especially if it complies with the criteria
• Were there logical and compelling reasons for the change?
indicated in the earlier checklist. It might
simply require refining in certain areas. • Was there a solid business case for the change?

• Was a sense of urgency established?

Also consider using
• Was a road map for the change prepared?
the following ‘Change
Management Effectiveness • Was the need for change communicated in a compelling manner?

Checklist’ — this will provide • Did employees understand the change envisaged?
some understanding of the • Were the barriers to a successful implementation of the change established up
effectiveness of your current front?

methodology: • Was the proposed change aligned with the organisation’s business imperatives?

• Was there a clear and compelling change vision?

• Was a guiding coalition established?

Deciding on a change management approach,
especially if an entirely new methodology is going to • Did people trust their leadership through the process?
be adopted, will be a lengthy process. It is, however,
• Were change leaders used to support the process?
the responsibility of the change sponsor together
with HR to lead this process and to ensure that there • Did effective communication and frequent information flows take place
is the necessary buy-in and decision-making required throughout the process?
within the organisation to ensure a successful
• Did the change processes meet their objectives?
implementation.
• Were achievements recognised?

• Were new values and attitudes embedded into the organisation’s culture?

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