Ultimately only succeeds by engaging hearts and minds. Organisational change can only be built upon team and individual change. Strong and supportive leadership can ensure that the individual changes support the organisational change. The nature of that support depends upon the characteristics of the organisation. Understanding organisational metaphors such as machine, political or organism is key to determining the kind of leadership required. But in all cases change needs to come from within rather than just be driven from the top. According to Senge and Cameron & Green the role of change management is to ensure that ‘within’ commits to and delivers the change.
A change programme, regardless of size, consists of two steps:
- Deciding what to change to
- Implementing the change.
The training which David has delivered to several organisations but based on his work with a local authority stresses the need to start with strategy. It is pointless changing or re-engineering an organisation unless it is sure what business it should be in the future. The training also encompasses the principles of 6 Sigma, utilised within the off-shoring programme. Together with Lean re-engineering, 6 Sigma helps with improving highly efficient companies (training) who are striving to reduce errors to less that 1%, but can lead to over analysis where major change can be achieved with much less analysis (car loans, big 4 accountancy). David has managed “Deciding what to change to” using variants of the standard as-is and to-be modelling approach for many organisations for James Martin group as well as more recently for car loans and two local authorities. As a coach David uses goals, actions and timelines for individual coaching as well as staff development within projects and programs (government agency, CSC, PWC, Cambridge).
Many organisations prefer to undertake “Implementing change” themselves, attempting to undertake change as a ‘part time job’ for a manager, not realising that implementing change requires its own plans, budgets, teams etc. A way of determining the level of difficulty and areas requiring most attention can be achieved by ‘change readiness analysis’ which David undertook for a major bank. As part of the off-shoring project change teams were pulled together based upon Belbin roles and Myers Briggs analysis of existing staff. At CSC within David managing internal team building for FS consulting, and now for IMC chair role.
The development of organisational roles and assigning personal is key to major change. David was responsible for this for the car loans company, the off-shoring project, the mergers and acquisitions and the government agency projects. For the interim quality management assignment part of David’s role was to ensure that Roles and Responsibilities were clearly documented visible and current.
Successful change management needs commitment to change at all levels. As an approved Change Management trainer David delivers several approaches covering kinds of leadership required, the roles of sponsors, change agents, leaders, managers etc, but this is backed up by real experience, particularly with the car loans company, local government at government agency. Communication is also key, the management of stakeholders supported by a communications plan was particularly important for the off-shoring programme and the government agency programme.
All changes require proper planning. David ran projects and programmes for many years and is qualified in Prince2 and Managing Successful Programmes to practitioner level. Managing change requires proper planning to ensure that funding is available and used effectively. Budgets and manpower is needed to run change programmes, and in particular to ensure that the essential but ‘soft’ tasks such as stakeholder management, benefits management, communications, counselling and team building are built into the plan. And given the plan that there are indeed benefits to be achieved. Plans by themselves need to be delivered, issues and risks and conflicts need to be acknowledge managed and resolved.(all programmes, particularly government agency and off-shoring) David utilised his NLP skills to resolve conflicts between suppliers for the government agency, and with his cultural awareness, the off-shoring project to resolve issues between Head Office, local UK office and Indian office and in IMC regional chair between head office, CMI and IBA.
As a change manager the role is to be aware of the tasks and challenges, to ensure tasks are planned assigned and completed, that staff are motivated and enabled to successfully undertake their challenges and start, and continue, with the ever-changing end in mind.