Managing & Implementing Change

"Nothing Is Constant But Change Itself"

Managing change effectively within a firm or organization requires a systematic and disciplined approach to be effective. When approached correctly the entire process is smooth and and requires much less effort and substantially less resources.

Change Framework Diagram :

 

 

Download A PDF of this chart: click here

The points below have been left in point form due to the sheer volume of information, one of our team will be pleased to assist you with them.

Understanding "Perfection Is The Enemy Of The Good"

Voltaire's observation that perfection is the enemy of the good is especially applicable to operational innovation.

Companies that strive to design the ultimate new way of doing things usually do nothing at all; they lose momentum while tinkering and revising, and the resulting solution is too grandiose to be implemented. Avoiding this trap is of utmost importance in creating a bias for action.

Use A principle of "70 percent and go": Develop a solution that provides most but not all desired capabilities, get into the field quickly, and then enhance it over time.

This approach allows concepts to be tested, builds momentum and credibility, and delivers early benefits that silence critics and sway doubters.

"A good plan violently executed now is better than a perfect plan executed next week."
George S. Patton

Creating A Culture Of Change

• Adjusting a firm culture to change being consistent,
• Creating a history of successful changes,
• Keeping information flowing

Building Tools For Change

• Creating change plans,
  • What is being changed,
  • Why is it being changed,
  • How is it being changed,
  • How is it being tested,
  • How is it being rolled out,
• Creating tools for monitoring change,
• Creating communication strategies,

Determining The Delta (%Change)

• How large is the change,
  • In process,
  • In requirements of team members,
• Can the change be understood easily, possibly, with difficulty,
• How much training is required for existing team members

Evaluating Process & Competency Requirements

• When the change is enacted what,
  • Process changes are precisely required,
  • Competency changes for each team member,
• Are there inherent failure points

Updating Core Firm Documentation

• Have changes been updated to firms core documentation,
  • Process and procedure documentation,
  • Training materials,
  • Quality management documentation ?
• Needs prior to deployment, creates comfort in chang,e
• Are change logs maintained ?

Using Knowledge Bridging

• The concept that team members can not understand some issues without first understanding other information,
• Cannot understand C with out knowing A then B,
• Therefore C should not be even discussed until and A and B trained,
• Commonly overlooked problem,

Using TARI (Time Appropriate Release Of Information)

• Information needs released in proper time frames to improve change,
• One cause can be knowledge bridging above,
• Can also be for,
  • To avoid overload of team members,
  • To avoid introduction of information that will only cause negative kickback as no reference point,
  • To avoid introduction of information that will not affect team members for too long a period away,
    • Planning and direction ok, ?
    • Too much detail not advantageous ?

Understanding Training Formats

• Understanding advantages, burdens , & implementations of,
  • In Person,
  • Telephone Conference,
  • Video Conference,
  • Web Conference,
  • New Combinations,
• Common misconceptions

Maximizing Training Delivery

• Spacing,
  • Period for uptake,
  • Consistency Vs Urgency,
• Amount,
  • Limit of uptake for team members,
  • Limit of firm resources

Eliminating Inherent Change Failure

• Slow methodic process creates comfort,
• Overlooking steps creates failure points and distrust in change,
• Under estimating change amounts can be disastrous,
• Pushing through changes unprepared and uncommunicated,

Creating Comfort In Change

• Creating team member trust in the change process,
• Keeping the process consistent for perception

 

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Constant Improvement Group

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