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Managing change in your business

Research conducted by Kotter International reveals that over 70% of business change initiatives fail.

The question arises: why?
The findings suggest that employee engagement is the most significant factor. Whether a minor change affecting a few processes or a comprehensive transformation across the organisation, employees often feel overwhelmed by the prospect.

So, what steps can be taken to successfully implement change?

Below are the principles of Kotter’s 8-Step Program:

Secure Team Buy-in

Gain support and generate momentum for the proposed changes by communicating the benefits to the entire organisation at an early stage. Kotter advises that 75% of a company’s management team must endorse the change for it to succeed.

  • Initiate open discussions with your team and present compelling reasons that spark interest and reflection on the necessity of change.
  • Highlight the consequences of inaction and the broader implications for the business.
  • Involve external stakeholders, such as customers who favour your products, industry experts, or partners, to bolster your case for change.

Form a Powerful Coalition Across the Business

It is crucial to demonstrate broad-based support for the change, not limited to the leadership team. Visible backing from key individuals within the organisation will inspire others and create a sense of urgency. Assign these individuals critical roles in the change process to facilitate progress.

  • Identify influential figures and key stakeholders across the organisation.
  • Ensure a diverse representation from different levels of the business.
  • Obtain a firm commitment from these individuals.
  • Foster collaboration and team building within this “change coalition.”

Develop a Vision for Change

Craft an overarching vision that clearly communicates why the change is necessary.

  • Formulate a brief, concise statement (one or two sentences) that encapsulates the future direction of the organisation.
  • Devise a strategy to implement this vision.
  • Ensure alignment among the leadership team regarding the change objectives.

Communicate the Vision

Embed the vision into all activities to ensure it remains a driving force within the organisation.

  • Discuss the vision and the need for change frequently.
  • Incorporate the vision into daily operations, such as training programs, job descriptions, and performance evaluations.
  • Address concerns and anxieties with transparency and openness.
  • Lead by example to reinforce the importance of the vision.

Remove Barriers

Continuously assess processes and structures that may hinder the realisation of the vision and take steps to facilitate progress.

  • Review organisational structures, job roles, and compensation frameworks to ensure alignment with the vision.
  • Recognise and reward employees who contribute to advancing the change.
  • Appoint or hire dedicated change managers responsible for delivering the change.
  • Identify obstacles, whether structural or personnel-related, and address them promptly.
  • Take swift action to resolve barriers rather than allowing them to persist.

Generate Short-Term Wins

Set achievable short-term objectives, rather than solely focusing on long-term goals. Each success serves to motivate staff, especially during extensive change processes.

  • Reward employees who help meet these objectives.
  • Focus on projects that can be executed without requiring support from critics of the change.
  • Avoid costly early targets to justify the investment in each initiative.

Sustain and Build on the Change

Continuously seek improvements to maintain momentum and achieve long-term objectives.

  • After each success, assess what worked well and what requires further refinement.
  • Set new targets to build on the achievements.
  • Cultivate a culture of continuous improvement.
  • Bring in new talent to keep ideas fresh and drive the change forward.

Anchor the Change in Organisational Culture

For change to endure, it must become embedded in the fabric of the organisation. Persistent efforts are required to ensure the change is reflected in every aspect of the business. It is equally important that leadership continues to endorse the change, both from current and future leaders. What you can do…

  • Regularly discuss progress and share success stories to reinforce the change.
  • Integrate the values of the change into hiring, onboarding, and training practices to instil them from the outset.
  • Publicly acknowledge the contributions of key individuals driving the change.
  • Develop succession plans for leaders of change to ensure their legacy is sustained beyond their tenure.

Graham Burfield
Author
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