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An oxymoron that I can’t seem to get out of my head. Of course it is… and it isn’t.
CEO’s rate their ability to manage change 22 percent lower than their expected need for it — a “change gap” that has nearly tripled since 2006. IBM. (2008). The Enterprise of the Future. White Paper http://preview.tinyurl.com/7gtn5w
So now the status quo is slow change? One of the things I look for with change engagements is whether or not plans, actions, behaviors and approaches are based on assumptions. Yes, of course, always. As a manager, how do you get your staff to buy-in to a senior management strategy when neither you nor your staff like the strategy? http://preview.tinyurl.com/melpbe This question on LinkedIn illustrates a common change obstacle. It has many mini obstacles, but we will take the main one. “Staff” will not support a strategy and their supervisors join in. The chosen “best” answer is classic. Facilitation, firing, but basically communication is at Continue reading Assumptions-Collaboration that does not work Our neighbors knocked down their house to build from scratch. From across the street both watching and chatting I witnessed a change process. They saw a future state for the structure and for their family relationship. They made the calculations and had the discussion necessary to define their end state. The change was a result of difficulties in their current state. And they knew there would be a transition.
I keep seeing change perspectives that strongly emphasize the need to analyze the current state and define the movement to the future state. Fingernails on a chalkboard that approach Continue reading Future States, Current States, End States, Transitional Change-Choose your change states carefully Sorry a tease I am not ready to tackle this yet. But suffice it to say if you are an executive and a consultant mentions Kotter you would do well to get a second opinion. And look closely at any current program or certification (I will leave out the name but do a change management search and they will rank high-later post) that has Kotter as its foundation. Any method or approach that bases itself on “best practices” is first a few years behind and second grabbing data from one group to answer questions phrased from a different group. Continue reading Kotter- False assumptions See Glossary for definition http://blog.visiontowork.com/?p=49 but basically any change that uses money from an executive who either is the CEO or reports to the CEO (although in Fortune 50 it could be the next horizontal). Any title below SVP means they are the project manager. I know a harsh definition because there can be multi million dollar initiatives run (key word here) by Directors. A call to C level executives (and board members)- there is a huge, expensive gap in every organization I have seen in the last 15 years in terms of effectively tying people to business Continue reading CCM- Corporate Change Management What is the one word to put in front of Change Management that represents change that is directly tied (as in owned at the first horizontal) to organizational strategy? OCM (organizational) seemed like a fit until practitioners turned it into an old fashioned OD approach (too much about the people and not enough about the business). ECM was my first choice but IT has grabbed it to mean big software changes. And Prosci is also using it (that contrary post will take a little time and come later, but as a hint they are approaching big change just like Continue reading All the Acronyms are taken- Change Management _CM Have you ever accidently hit or thrown a ball over your fence and wondered where it landed? If it arches or lobs you probably will not break anything. If it was a line drive effects will follow quickly. An executive who passes the buck to a project lead is the thrower. The neighbors are the stakeholders. And neighbors can get nasty and do sneaky things… I have seen a few change initiatives thrown over the fence with the resultant angry, resistant stakeholders. And so the change is approached with reducing resistance as the core assumption. We can go in Continue reading The Ball Over the Fence- Who knows where it will land End State The description of the end of the change process. This would include all of the things that will be different but always in words that illustrate a new state rather than a disrupted current state. Future State The end of the change. I also use it to describe the end state before it is officially defined (pre-”Why”). Current State I am almost tempted to strikethrough this one. This is the change at the beginning. It is not struck-through because an end state process could still work BACK to this. Transitional State Everything from the End State back Continue reading Vision to Work Glossary- and goodbye Champions, Readiness & Current and Future State “Why do you think change management fails? Stakeholders never get the understanding of how their work will fit in to the Big Picture. Continue reading Context to Big Picture- I am motivated if the change makes sense The first step for effective Change Management is to define the End State. Continue reading End State- Change Management Simplified |
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