7 change management steps for business critical document processes
Successful behavioural change demands a planned approach
- Use a change management framework
- Make behavioural change incremental
- Proactive executive engagement
- Include change managers from inside your business
- Educate and train
- Create KPIs
Change Management Framework
The right solution and good project management are not enough to guarantee success. People carry out business processes and people are notoriously individualistic. They will do as they please. If the technology and processes don’t please them they’ll invent their own processes. The change management framework leads people through a process that begins with understanding why change is necessary and ends with a successful history of change. There are a few but none so widely adopted as the ADKAR model by Prosci. We like it because it works and we think you will too.
You can achieve large goals by establishing and achieving smaller, incremental goals. Smaller steps also give you many more points of measurement en-route to the ultimate goal that equate to more opportunities to rectify challenges.
Let’s face it – we’re sheep. We do what our leaders tell us and demonstrate is right. If your organisation’s leadership isn’t involved – not voicing their support but actively involved – in your change project then it won’t happen.
Internal Change Managers
Your people respect others who clearly demonstrate their knowledge. Educate internal team leaders to as granular a level as possible. Then have them share their experiences with those nearest them.
People will not change unless they see and understand the benefits. Communicate the benefits to them using tried and tested tactics. It promotes awareness and reduces the risk of alienation.
Educate and Train
It is crucial to build the correct expectation before you ask people to be a part of change. Workshops, videos, and internal communications events and devices are practical ways to get people who understand the necessity for change on board with your project.
Metrics must be established upfront to ensure the programme or project meets the ultimate goals. But these metrics must not neglect or counter the needs of smaller units of operation. Separate operating companies, business units, divisions, and teams must be considered.
I’ve seen many projects succeed because they employed proper frameworks and executed the right tactics as a result. Be one of many businesses from around the world, like those of the Fortune 100 and large government agencies, that gives your project the chance to succeed. Plan to succeed.