Framework 90 Growing Enterprise Change Capability
Introduction
Based on studying 10 innovative organisations and their key business challenges around change management, eg
i) electronic components and services (continuous process improvement and lean initiatives being impacted by significant resistance and lack of structured approach for dealing with people side of projects)
ii) transportation department (reduced funding and population growing, but still required to provide the same services. Used business process improvement initiative that requires widespread adoption from staff experiencing change fatigue)
iii) web services (struggling with cultural transformation including resistance to IT projects)
iv) clothing store (introducing a strategic unification of brand operating model)
v) hospital system (huge disruptive changes like healthcare reform and new ERP system across 11 hospitals; struggling with change management buy-in)
vi) home fixtures (impact of recession required introducing substantial change related to operating more efficiently; change management a low priority)
vii) Canadian municipality (a new strategic vision for a larger public institution, ie driving client satisfaction)
viii) Canadian bank (no enterprise-wide change standards; each stakeholder uses methods based on the best knowledge and experience)
ix) global bio pharmaceutical company (experiencing significant merger and acquisition activity; resistance to new IT; reactive rather than proactive)
x) security systems (splitting the company into 3 major business identities and want an enterprise-wide change methodology)
The study identified 6 universal themes that needed to be adapted to each organisation uniquely.
Themes (6)
i) align with your culture (culture impacts the way people interact with each other and is an important starting point for buy-in the change process. The table below shows some different cultures and suggested approaches
| The culture is |
Some suitable approaches |
| mission-driven, values-based & people focused | inviting collaboration; communicated consistently and respectfully; connecting to organisational philosophy |
| process-orientated | use people-orientated activities to drive the results efficiently and quickly |
| evolving | focus on key result areas |
| risk-averse & focus on cost | focus on risk reduction and return on investment (ROI) |
ii) deploy a key initiative (low hanging fruit or short-term wins approach, ie choose an activity that can have a very visible positive impact in the short term so that everyone can see the value of change management; to build momentum and support; initiative to have senior management support, to be linked with the desired change and adequately resourced; leverage off its success to gain buy-in. Some examples in the table below:
| The key initiatives is |
Why initiative is a good choice |
| agile transformation | allows flexibility; trial and error; make modifications in real time; empowers stakeholders; identify 'senses of urgency' |
| continuous improvement projects (lean) | making modifications around the margins; little impact on status quo; empowers stakeholders |
| process re-engineering | reviewing processes to make them more effective and efficient; productivity improvements; identify 'senses of urgency' |
| ITC modifications | using Internet, computers, etc to upgrade performance; productivity improvements |
iii) build a credible change network (develop a network of champions, advocates, credible people, informal leaders, 'trail-blazers', gatekeepers, passionate go-getters, etc to
"...extend the message, generate awareness and understanding of change management, boost credibility, and build a sense of purpose..."
Prosci 2020
They will build momentum and support.
iv) go where the energy is (identify key areas where people are ready for change and align it with them; foster a 'pull' rather than a 'push' for change management; focus on collaborative effort)
v) integrate with existing competencies (weave change management into the organisational fabric so that it becomes a core competency that facilitates, drives, leads, etc change)
vi) treat growing your capability like a change (change is a personal journey, ie
"...create awareness about bringing change management in the organisation. Generate desire for change management as an enterprise-wide capability by focusing on what's in it for the employee......employees have the knowledge to embrace change management and the ability to change and that you have a plan in place to reinforce why and how you're building change capabilities..."
Prosci 2020
Tabulated summary
| 1. Aligning with your culture |
4. Go where the energy is |
| What aspects of your culture can you pull forward in your approach to organisational change management? | Can you identify 3 places in your organisation where energy already exists and can help foster a pull to change management? |
| 2. Deploy key initiatives | 5. Integrate with existing competencies |
| Can you think of several key initiatives in your organisation that would be good choices for deploying change management on? | Which competencies in your organisation can serve as an anchor for building change capabilities? |
| 3. Build a change in network | 6. Treat growing your capability like a change |
| Who would you include in your change network to help generate awareness of change management and build your organisation's change capabilities? | What are some ways that you are using change management expertise to build your organisational change capability? |
(source: Prosci 2020)