Changeby Ian Saunders, Antony Aitken, Ray Charlton and David Flatman
Where does change go wrong?
Change can go wrong in many ways. What follows is a framework that will allow you to focus on particular areas. The Performance driver framework provides four interrelated elements which combine to deliver effectiveness:
- Direction (purpose, strategy, goals and plans),
- People (capability, alignment, commitment),
- Enablers (structure, systems, processes) and the integrator of these
- Leadership (distributed and active wherever the appropriate knowledge and skills are available).
The framework will help you to investigate where a change may be going wrong.
- Have you and your change team created a clear vision of the desired future?
- Does everyone understand or know the purpose of this change?
- Are strategies clear and connected?
- Are individual or group goals and plans clear?
- Does everyone have the necessary capability to carry out their tasks?
- Are the people resources sufficient?
- Have you put sufficient time and effort into aligning individual goals with this change programme?
- How well aligned with the purpose are the behaviours of the people involved?
- Have you done enough to ensure commitment to the change?
- Is there a sense of urgency?
- Has ‘critical mass’ been reached, in terms of the number of people invested in and supporting the change? How do you know?
- Are people taking action, or is it all talk?
- Do you have the ‘right’ processes in place to support this change?
- Do your communication systems allow everyone to know what is going on?
- Have you set up the correct structure to support the direction of this change?
- To what extent do the structure, systems, processes and policies inhibit or constrain the achievement of the purpose, or best enable it to be achieved?
- How are you leading this project?
- Have you created a core group of committed people to guide and continually evangelise the change?
- How stretching is this project for you and where do you get your support from?
- How well are you managing upwards (see Managing Upwards)?
- Have those involved with the change lost their way?
- How well is leadership being exercised to integrate purpose, people and enablers and so deliver?
- And, importantly, what is the quality of your commitment to the change?
- Have you engineered some quick wins on early milestones to encourage people?
- What are you doing to enable the change to become embedded in the culture – ‘the way we do things around here’?
Uncertainty or a no to any of these questions means that you need to find answers to get your change back on track.