When you develop new strategies, or refresh old ones, you need to reduce the chance of failure.
This requires ensuring that all employees and partners understand the proposed strategy, support it, and actually implement it. Their enthusiastic support will make the difference between getting results, or a theoretical exercise. Change management is the way to ensure that this support develops.
Can and will employees do their jobs differently or better so the organization moves forward? People have to be persuaded to change their way or working, and have to learn how to collaborate. Giving them technology-based tools is not a solution. Rather they need a mix of persuasion, logic and incentives to change their pattern of behavior.
This change ‘journey’ – from current behaviors to new behaviors – must be planned alongside the development of the strategy, and implemented along with strategic initiatives, so that changes are made in real-time.
Step 1 Change Mandate and Objectives – The change program receives its mandate from the strategic plan of the organization, since it the way that all the strategies will be implemented. Before starting, the CEO needs to frame and circulate a formal mandate, and lay out what the objectives will be i.e. what it is meant to achieve.
Step 2 Change Planning – Creating the “Journey Map” – The “Journey Map” acts as the guiding star for the organization’s change initiatives, and is a living document that depicts what the organization looks like as it progresses towards achieving the vision. It acts as the highest level guide for change strategy and change program management. The Journey Map provides an idea of what will change, the elements to change and the capabilities required, the milestones for changes, and a description of benefits achieved. It also lists the risks due to the proposed changes and how to mitigate them. The Journey Map is created through a workshop with the organization’s leadership.
Step 3 Change Strategy development – Change Strategy focuses on how to enable sustainable change, and lays out, over the long-term, the interventions required to achieve the highest impact and minimize change risk. It is created via 3 steps, that move the organization through a process of appreciating the need for change, and understanding how to manage it:
Working with key business and solution subject matter experts to identify stakeholders and determine their needs, expectations, constraints.
Defining how the change structure should be organized and governed by leadership.
Laying out the sequence of change, outcomes, measures, and activities for each impacted stakeholder group.
Step 4 Implementing Change – Driving desired change is a long-term and ongoing process, which is never really done. However, it is critical that it be planned for along with the development of the overall strategy. There are 3 main initiatives we undertake to ensure smooth launch of the change process – building Leadership Commitment, enabling the organization with new Functions/positions and Roles; and Owning and Monitoring change.
- Current state, and desired end-state
- Elements to change (identify high priority elements)
- Key capabilities needed to achieve end-state
- Enterprise level inter-dependencies of the key capabilities
- Risks and mitigation
The following is a sample list of engagements. We do not reveal client names.
Business Plan and Change Strategy for Indian affiliate of INGO – Using interviews and workshops with the affiliate’s leadership, the affiliate strategy was defined (derived and aligned with global vision) and then the business model was developed, focusing on objectives, stakeholders, value proposition and a market analysis. A Business Plan was created to detail out the business model in the areas of Finance & Income Planning, Communication Planning and Governance Structure & Operations. Last, a Change Plan was built describing how the affiliate planned and managed the implementation of the required changes to achieve the desired business model by 2020.
Business Strategy and Corporate Transformation of a member of one of India’s largest and oldest corporate groups in the automobile ancillaries sector. After reviewing markets and customer needs through a Voice of Customer exercise, a detailed market-product strategy was drawn up and implemented along with structural and systemic changes to marketing, manufacturing, human resource management and purchase functions.
Strategy Implementation for Indian branch of US NGO, including Change Planning and Support. After developing a new strategy, the organization required the preparation of a change implementation plan. Also, the organization proposed to spinoff several of its programs. This required the inclusion of several specific activities in the strategy implementation plan, as well as the identification of specialized advisory partners to guide the organization in its legal and operating changes.