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Managing Organisational Change
At Abacus we recognise that significant change is a highly complex issue impacted on by many facets, not least the diversity of the people involved. As a result we do not subscribe to simple models of change, which suggest it is a linear process with easy steps to success. We do, however, recognise a need to have a framework within which to plan, control and evaluate change as it progresses.
Abacus (Caledonia) Ltd has, therefore, developed a five-element framework in its approach to managing change as outlined below:
| Element 1 |
Clarity of Vision |
- Clear objectives established for change which link to organisational improvements.
- Senior management and stakeholders are identified, understand, share the vision and are committed.
- Senior managers are clear about the message to other managers and staff about how their behaviour is going to change.
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| Element 2 |
Planning the Strategy |
- All stakeholders in the change process have been identified.
- Analysis has been undertaken to the barriers of the change.
- Options for overcoming barriers have been established, analysed and a strategy has been drawn up
- A person has been clearly identified as responsible for managing the change project.
- A clear project plan has been established to control and evaluate the change.
- Analysis has been undertaken on the impact of the change process on performance and a risk strategy is included in the project plan.
- Resources have been identified and allocated to the change project.
- A process for communication among stakeholders has been established.
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| Element 3 |
Readiness for Change |
- All stakeholders have been briefed, understand and are committed to the vision.
- All stakeholders understand what is required of them and are prepared to carry out their new roles.
- All stakeholders have been provided with skills, knowledge and tools to be able to fulfil their roles.
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| Element 4 |
Driving the Change |
- Senior managers give the change appropriate attention throughout the process.
- Key stakeholders continuously demonstrate their commitment to the change.
- Senior managers and stakeholders have a strategy for proactively maintaining motivation levels.
- Stakeholders at all levels who fail to perform appropriately are removed from the arena of changed and replaced
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| Element 5 |
Evaluating the Change |
- Clear measurement criteria for progress and success are established.
- Regular review and monitoring process is established and is being carried out.
- Lines of accountability, authority and responsibility are clearly established and checked.
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Our experience of change scenarios indicates that most organisations have covered all, or most, of the elements in the framework. However, different situations mean that different aspects are key in driving the change forward. Focus on the wrong aspect or insufficient strength of one aspect may be preventing movement in any given scenario.
When working on change projects, there are a number of recurrent themes that we see are critical to the success of any change management process. They are:
- All senior managers have to be committed to the project and fully believe in the changes that are necessary;
- All senior managers have to actively demonstrate this commitment and demonstrate behaviours that promote this commitment;
- A member of the senior management team should champion the project with HR supporting the change process, not leading it;
- Realistic timescales need to be set for the changes to happen and to be fully implemented into the organisation;
- Once the changes are communicated to the staff, action needs to happen soon;
- Communication needs to happen regularly so that staff know what is happening and what the changes mean for them;
- Action should be taken with managers not supporting the changes – whether that be further training and coaching or removal from the picture;
- The project should be continually evaluated and successes should be celebrated.
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