| Sadly, the success rate of change management | | | | There are various models to guide your change |
| projects in today's companies is sobering based | | | | efforts. Many books have been written and |
| on statistics: | | | | programs created to make this process involved |
| · 30% success rate | | | | and complicated. And to help others make money. |
| · 9% software change proved worth the | | | | It is neither. |
| cost | | | | Use this simple, methodical 4-step Plan: |
| · 31% software change got cancelled | | | | Direction: Your people need to understand what |
| before completion | | | | organizational goals will be achieved. The direction |
| · 53% software change resulted in cost | | | | needs to be clear, consistent, coherent, and |
| overruns | | | | credible. As you proceed through the project, |
| The reasons that change efforts so often fail are: | | | | ensure data collection is specifically addressed to |
| · Failure of management to communicate | | | | each goal. |
| a clear picture of the desired outcome | | | | Motivation: External (bonuses, good performance |
| · Did not obtain buy in from stakeholders, | | | | reviews) and internal (job satisfaction, job |
| resources, and end users | | | | security) motivation are the forces that energize, |
| · Miscalculated the effort to change | | | | direct, and maintain staff behavior through the |
| individual behavior | | | | project. Show staff members how the change will |
| · Focused in the business plan, not the | | | | make things easier, understand and accept their |
| people | | | | role in using the new system or process, and |
| · Did not sustain leadership and focus | | | | push them to a higher level, new opportunities. |
| · Lacked a thorough process | | | | Staff member motivation is the key in your |
| The bottom line is that too many organizations | | | | Change Management Project. By letting people |
| change processes or introduce new technologies | | | | know what is going on and how it will positively |
| but do not prepare their people to make the | | | | impact them, by allowing people to ask questions |
| change or adapt the organization to sustain the | | | | about the change, and by enabling people to make |
| change. | | | | sense of the change for themselves, they will be |
| What is Change Management? | | | | more mentally engaged in the change process and |
| It is a process that prepares people to make | | | | more willing to go along with it. |
| changes and implement new processes or new | | | | Competence: This is the knowledge, skills, and |
| technologies. And it prepares the business to | | | | abilities that will be required to perform |
| support the change. | | | | successfully after the change has taken place. |
| Change Management proactively achieves | | | | Identify the new technical, functional, and |
| business goals while minimizing the impact on staff | | | | interpersonal skills that will be required from an |
| members, productivity, budget increases, and any | | | | operational and financial perspective. |
| adverse impact on your customers. | | | | Opportunity: This refers to the ease of access |
| Your approach to managing change needs to be a | | | | and proper functioning using the new system or |
| conscious, deliberate, collaborative effort that | | | | process. Management has demonstrated your |
| improves both individual and organizational | | | | commitment to make job performance easier. |
| performance. | | | | Well done. |
| Just as Six Sigma, DMAIC, et al, follow a proven | | | | Pay attention to all 4-steps and you will increase |
| methodology, your company's Change | | | | the effectiveness of the entire implementation |
| Management Project needs to follow a proven | | | | process. Pay special attention to staff members' |
| methodology based on industry standards and | | | | willingness to follow through with change. Lead by |
| best practices. | | | | example! |