Implementation And Enabling Change
Organisational change management can be a daunting task for any business. In fact, research studies* suggest that up to 60% of change efforts end in failure. So, why do companies struggle to execute on their change agenda It often involves drastically adjusting not only what people do, but also how they do it. Lasting change gets to the heart of why people do the things they do for an organisation. Add on top of this the need to simultaneously modify these factors for an individual, team, department and company as a whole while maintaining high levels of productivity can seem impossible.
Although many organisations focus on better execution (meaning the projects get up and running within time, cost and scope), they still fail to get benefit realisation for their investment. Why? Because there is no behaviour change or the new driving behaviour change is not sustained. Launch or ‘Go Live’ is just the start! Even in well-run, people-focused organisations, there can still be the perspective that planning and executing an effective change management approach and plan requires additional time and money that’s not available. But, research studies have shown companies that ignore the impact changes have on their people end up with change-related issues that cost time and money.
Fortunately, when companies attempt to manage change when integrating executed changes into operations, a little improvement goes a long way. An effective change approach reverses the negative effects associated with the lack of user involvement, lack of executive sponsorship engagement, poor estimation in the planning phase and it increases the clarity of requirements and changes in scope. Still, however, investment in proper change management remains an afterthought for many executive teams. Moreover, even when a change management model is implemented, it is often under-budgeted and not completely followed through.
At Adastra, we empower clients by leveraging their strengths and resources while helping to navigate the grey areas, surfacing the hard questions and establishing the right dialogue to drive and sustain change. Success cannot be predicted; however, we believe that steps should be taken to ensure the strategic bets and trade-offs are clear, the plan is realistic and the organisation is poised to make the difficult decisions that drive value.
Quantify the vision
Translate ambiguous hopes into specific expected outcomes.
Layout, at the appropriate level, the work to be done to achieve that vision.
ID Business Priorities & Goals
Weigh alternatives and make decisions regarding the best course of action.
Prioritise & Establish Consensus
Differentiate between what must happen, what would be nice to have and what does not need to happen.
Create Change Plan Roadmap to ensure target operations is sufficiently defined, aligned and prepare to manage new environment.
Develop structured program/project management processes to ensure the actual changes are executed and of high quality.