Saturday 1 October 2016

Change can be for the better - as long as your business plans for it

Published 09/04/2015 | 02:30

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deposit biz

Every organisation faces change. It may be a result of new business growth or a response to factors impacting current operations.

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It may be small and confined to specific areas of your business or it may be large-scale and transformational and key to your organisation's survival.

Proactive management of all aspects of the change programme will ensure that the change and its impacts are controlled and that the chances of success are maximised.

Be clear about the case for change: Every change programme should have a comprehensive business case, clearly articulating all the benefits. This will serve not only to secure financial sponsorship, but also to generate messaging around the case for change.

Engage with the project sponsor: Substantial change will be typically be sponsored by a senior executive. It involves accountability for the programme's success, and will include promotion of the benefits and dealing with concerns across all stakeholders. The sponsor needs to act as a project evangelist and the project manager needs to actively drive this.

Communicate: Identify your stakeholders and analyse their needs. Find a way to engage right across the organisation from as early in the process as possible. Don't worry about communicating too much or too early.

Measure the benefits and celebrate them: Too many programmes fail to deliver projected benefits. They fail because once the projects goes live, attention quickly moves to the next opportunity for change and interest in realising and measuring the benefits wanes. Review the successes and challenges of the programme.

Ensure time is allowed for end-of-project reviews, staff surveys, and communication of benefits realised. These are key to promoting continuous improvement in implementing change in your organisation.

Be open to change within the change programme. As a change manager it is important to embody change principles on a micro level within your programme. Constantly question and challenge.

By understanding the dynamics of change, and actively managing these, you take control of how external factors will impact your organisation and maximise your chances of success.

Claire Goulding is Head of Change at Capita Asset Services with responsibility for the delivery of change programmes for its Banking and Debt Solutions.

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