|
|
||
|
You are here >> |
|||||||||
|
|||||||||
About Change ManagementResourcesOther Helpful Links |
Enhance Performance & Organization Alignment
This success factor is supported by a model depicted in Figure 1 - Performance Levers (see below) which addresses the questions above. Performance Levers help shape and reinforce desired behavior that sustains a transformation. The levers are capabilities that the organization can manipulate in order to create sustainable cultural change to support the desired future state. Executing the Performance LeversThe Change Management Methodology Model provides the prism through which to view the many facets of an organization’s readiness for change, or its areas of risk. The Performance Levers shown below in Figure 1: Performance Levers, provide the framework for determining what actions to take to prepare the organization for change, or to mitigate those risks.
Leadership Effectiveness
Organization Alignment
Performance & Incentives Alignment
Communication
Likewise communication channels must be opened and exercised horizontally and upwards:
Education & Professional Development
Staffing & Deployment
Change Management Methodology Framework - Eight Success Factors
|
||||||||
|
|||||||||
Transformation Enablers - Change Management 
Transformation may take many forms. At the least, it requires stakeholders to change the way they do their work. If leaders ignore this performance lever, the organization may find itself attempting to execute new processes with an outdated organization structure that no longer supports the work. Stakeholders will be attempting new work without clearly defined responsibilities, and may find themselves fighting an outdated organization structure that stymies attempts to bring new efficiencies to the work. Change leaders should anticipate that transformation will require redefining basic roles and responsibilities of impacted people. It may require revising the competencies for those roles, the combination of skills, knowledge, and characteristics that define roles. At its most complex, transformation may require that the organization structure itself be realigned to efficiently support new processes. In these cases it is crucial to integrate the planning and execution of organization analysis and design into the transformation.
This performance lever addresses the organization’s capability to develop incentives for desired behavior and to recognize stakeholders for desired accomplishments. Risk in this area occurs as organizations effect a successful transformation, but neglect to revise their performance management metrics, leaving in place incentives, performance measures, and metrics that encourage the old way of doing business. As the transformation progresses, it is critical to establish new measures of success, new metrics that define new standards as a result of process changes. Under guidance of their supervisors, individuals should expect to revise personal performance objectives and metrics in their regular performance appraisals that reflect desired performance during and after the transformation.
Like its change management success factor of the same topic, this performance lever addresses the single most visible and ubiquitous capability of the organization to effect and sustain change. It is the primary tool which leaders, as well as the entire workforce will use to influence awareness and commitment in support of the transformation. To maximize this lever’s effectiveness, its use should be planned with the same discipline of any managed project. Communication should be targeted to stakeholder groups with the most appropriate messages according to:
Leadership by itself has limited capacity to enforce and sustain a transformation, and will quickly lose ground as change leaders and agents disappear through normal attrition. This performance lever mitigates this risk by leveraging the organization’s capacity to develop its workforce and its leaders in new skills, knowledge, and values that reinforce and sustain the transformation. As the organization builds depth in new skills, knowledge, and values, a new culture will take root, eventually making the transformation irreversible. The organization should execute education and professional development programs in two phases. The first will address training and education to facilitate the transition to a future state. It will include skills and knowledge required to launch the transformation as well as manage the project/programs. The second phase must plan for sustaining beyond the initial transition phase and a program of instruction that indoctrinates the workforce at all levels with future-state skills, knowledge, and organizational values that reflect the transformation vision.
This performance lever differs from the second one above (Organization Alignment) in that “Staffing and Deployment” focuses on the organization’s capability to properly resource the transition itself; that phase from launch of the transformation until the future state is established. Staffing and Deployment refers to sufficiently training and resourcing all levels of the project/program management organization, from senior executive sponsor-level down to extended team member. Risk of inattention to this performance lever manifests in over-stretched or mismatched resources. Typical issues occur when the organization attempts to fill full-time project roles with part-time resources. Additionally, organizations will staff projects with resources ill-suited to their roles and responsibilities, either through lack of experience, training, or competence. The organization can mitigate the risk in this area by viewing the staffing of project/program management as an investment in its transformation, and resource it accordingly with sufficient competency and sufficient numbers to ensure success.
