Proven target operating model consultant (TOM)

Posted on February 24, 2015August 14, 2015 by PAshton

What is it? A TOM is a high level view of the future state of the organisation at the operational level. It defines the relationships between people, processes, technology, products, customers, and markets which together differentiate the organisation from its competitors.

What it is not? A TOM is not a detailed operations plan that identifies specific job descriptions or roles and responsibilities.

What’s different afterwards? The organisation has clear sight of the new operating model, with benchmark values for performance, which allows the effective mobilisation of teams to implement a change programme.

Political collaboration

Posted on February 24, 2015March 4, 2015 by PAshton

What is it? When the power structures of an organisation act so as to facilitate, promote, and endorse change the impact is unstoppable. When key stakeholders form an alliance with a common vision of the future projects succeed, technical issues dissolve and benefits materialise with surprising ease.

What it is not? It’s not salesmanship, nor is it jollying people along by sending out occasional emails, or convening project board meetings to discuss project progress. Political collaboration is not Machiavellian manoeuvring for position or being diplomatic, it is partnering for mutual gain.

What’s different afterwards? Commitment to the delivery of value from the project, commitment to providing resources, and the political will to make the changes a reality. Practices are embedded with key opinion-leaders supporting the shift in values and culture that underpin every sustained change.

Readiness assessment

Posted on February 24, 2015March 4, 2015 by PAshton

What is it? Readiness assessment provides a diagnostic model and tools for evaluating how well prepared and aligned the organisation, and the involved personnel, are to adopt the planned change to achieve the organisation strategy.

What it is not? Assessing readiness is not a technique for managing change – it is a diagnostic tool that is used throughout the duration of a change initiative to guide decision-makers on the best next step.

What’s different afterwards? Planned or directed change is widely regarded as difficult. Appropriate use of readiness tools provides insight into the probable success of a change initiative, and what adjustments would improve the likelihood of a successful outcome.

Benefits realisation

Posted on February 25, 2010March 2, 2015 by PAshton

What is it? Recovering value from investments made in projects and programmes arises from realising benefits: a process that though simple in concept proves to be difficult and complex in practice. By using an evidence-based, active, forward-looking and benefits-led approach, spending on projects is transformed into investing in change.

What it is not? It’s not a process for justifying a preferred option, and it is not a silver bullet expensively purchased in terms of additional bureaucracy.

What’s different afterwards? Benefits management is an integral part of the organisation’s governance of projects and programmes, linking strategic planning with performance management.

Sustaining and management of change

Posted on February 25, 2010October 8, 2015 by PAshton

What is it? Sustaining change is a collection of techniques that are customised in a disciplined way to organise and orchestrate the energy that comes from individuals changing and adapting to new situations and using that as a way of channelling and energising the organisational changes that are necessary to make the new ways the business-as-usual ways.

What it is not? Sustaining change is not brought about by a standard procedure. It is about winning hearts as well as minds.

What’s different afterwards? Planned change becomes the norm. Resistance is recognised as part of the change process that supplies the energy required to transition to the new state – and realising benefits is seen as the purpose of change initiatives.