CITI - partners in change » Development http://www.citi.co.uk Thu, 10 Dec 2015 13:34:49 +0000 en-US hourly 1 http://wordpress.org/?v=4.3.2 After a successful implementation, management support for the change seems to have faded http://www.citi.co.uk/after-a-successful-implementation-management-support-for-the-change-seems-to-have-faded/ http://www.citi.co.uk/after-a-successful-implementation-management-support-for-the-change-seems-to-have-faded/#comments Wed, 23 Jan 2013 12:21:44 +0000 http://www.citi.co.uk/?p=2470 History shows how change initiatives ‘wither on the vine’ without continuing management attention and support.  After a change has been transferred into day-to-day operations, and management focus turns to new initiatives, drifting back to old ways of working may occur.  To ensure that the change sticks, we must identify how the business will monitor and manage the new ways of working, support new behaviours and reinforce commitment to the change.

Things to consider
  1. Is the organisational value of the change clear?  Have the benefits, costs and risks been fully reviewed and validated by all who will contribute?
  2. Have the implications of operating the change been made explicit to those expected to own the change within business-as-usual?
  3. Identify challenges, threats and risks that may prevent realisation of the benefits in day-to-day operations and set out a strategy to address them.
  4. Ensure that changes to roles, accountabilities, reporting and performance management are understood and agreed at all levels within the business.
  5. Make sure that the required on-going support for the change products is in place.
]]> http://www.citi.co.uk/after-a-successful-implementation-management-support-for-the-change-seems-to-have-faded/feed/ 0 No-one in the business seems to be standing up to take ownership of the change http://www.citi.co.uk/no-one-in-the-business-seems-to-be-standing-up-to-take-ownership-of-the-change/ http://www.citi.co.uk/no-one-in-the-business-seems-to-be-standing-up-to-take-ownership-of-the-change/#comments Wed, 23 Jan 2013 11:34:11 +0000 http://www.citi.co.uk/?p=2468 If change is to stick, the business must take ownership of the change products – make them their own.  This means that the business must be engaged from the start in determining what those change products (deliverables) should be.  When someone in the business (the ‘change owner’) commits resources by commissioning a change, they must also take accountability for successful implementation.  That means embedding the change products into a modified business-as-usual to ensure the realisation of the benefits sought.

With significant change, where benefits will be realised across many functions, the change owner must be in the upper layers of the business, and have significant political influence.  Where ownership responsibilities are delegated, these will probably mirror line management structures, and there will be a need for coordinated activities by the senior managers involved.  Without careful attention, effective business ownership may not happen.  Consequently, the ownership of each change must be clearly visible and communicated to all.

Things to consider
  1. Is business ownership of each change product clear and accepted?
  2. Is accountability for the benefits clear and accepted?
  3. Is the change ownership role assigned to the appropriate individual?
  4. Are the risks of any shared change ownership being appropriately addressed?
  5. Is the ownership of the change apparent to the adopters of the change?
]]> http://www.citi.co.uk/no-one-in-the-business-seems-to-be-standing-up-to-take-ownership-of-the-change/feed/ 0 Delivery was considered successful, but following implementation the business appears to be struggling with the new work practices http://www.citi.co.uk/the-project-was-delivered-successfully-but-following-implementation-the-business-appears-to-be-struggling-with-the-new-work-practices/ http://www.citi.co.uk/the-project-was-delivered-successfully-but-following-implementation-the-business-appears-to-be-struggling-with-the-new-work-practices/#comments Wed, 23 Jan 2013 10:15:27 +0000 http://www.citi.co.uk/?p=2464 Unless line management and staff have confidence in and understanding of new working practices, they cannot readily integrate them into their day-to-day working.  As a result, they will fail to truly own the changes and apply them successfully in the workplace.

Such problems arise from a lack of emphasis on the adoption of the change products (deliverables) by the business to make the required impacts in operations.  The business context for change includes the skills and personal motivation of individuals, as well as organisational elements such as work structures and business priorities.  These factors are crucial to success in making change happen.  Attention to change readiness issues early in the change journey, and careful transition planning as part of adoption, will have a considerable influence on whether a newly introduced practice is sustained or decays into disuse.

Things to consider
    1. Is the change initiative addressing the hearts and minds of the adopters of the change?
    2. Is the business involved – from the beginning – in designing the change?
    3. Do you have a transition plan to identify the support required to the line in adopting the change – and are there specific measures for the success of the transition?
    4. Include in the modelling of the operating level of the business change what is to be:
      • started (e.g. new processes and behaviours)
      • stopped (e.g. old procedures and old habits that are no longer needed)
      • modified (e.g. changes to the current routines)

This will allow individual receivers, as well as groups, to identify the impacts on them and adapt their working practices accordingly.

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