Framework 107 7Rs Of Change Management

Introduction

This is linked with the change management process, ie

"...Symptomatic approach which deals with the transition or transformation of different organisational goals, processes, core values, or technologies..."
ntaskmanager, 2021

The aim is to help people adapt to the change.

There are 3 main types of organisational change:

i) transitional change (this involves changing direction to make sure the problem an organisation is facing is solved, like mergers, automation, acquisitions, etc)

ii) development change (changes in organisational policies or project development to optimise and improve already established processes)

iii) transformational change (changing fundamental concepts under which an organisation operates, including core values)
The 7Rs helps to normalise the change management process, especially for people who are sceptical and want to maintain the status quo

Seven Rs

1. Reason (What is the reason behind the change?

Develop a business case that will include the reasons for the change; some reasons can include wanting to increase capacity, availability, minimise a security risk, competition, technology changes, market changes, etc. Either credible evidence or persuasive arguments is required to support the change push; there needs to be agreed-upon analysis criteria including alignment with the business objectives of the organisation)

2. Risks (What are the risks involved in the requested change?

Identify and evaluate (including prioritising) all risks associated with the change; how much risk is toleratable?; develop ways to best mitigate or avoid risks; include evaluating the risk of not making the change; evaluate a range of scenarios, including if things go wrong)

3. Resources (What resources are required to deliver the change?

Identify resources required to successfully implement the change, like capital, people (skills, etc), time, etc; check the availability and suitability of resources required, including impact on other parts of the organisation if resources need to be reallocated)

4. Raised (Who raised the change request?

Need to identify the initiator(s) and keep them involved)

5. Return (What return is required from the change?

Need to check that the return (financial, technological, efficiency, etc) is greater than the risks and cost of implementation)

6. Responsible (Who is responsible for creating, testing and implementing the change?

Need to find the right persons to create, test and implement the change; give them the appropriate authority so that change can be done effectively; segregate responsibilities so they are traceable, enforceable and actionable.)

7. Relationship (What are the relationships between the suggested change and other changes?
Understand the interdependence of different organisational tasks, including the change, in the organisation, ie

"...Change relationships need to be determined from within and across functional boundaries..."
Brian Johnson et al, 2007

Benefits of the 7Rs

"...Firstly......enables organisation to input a set of metrics that provide a more objective means of measuring change risk......second, these questions form a great way to assess how well your change-management process complies with current mandates, and also to pinpoint gaps that can be bridged......implementation of, and consistent conformance with, an auditable change-management process is essential..."
Brian Johnson et al, 2007

 

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