Organisations that have more time available to plan change in a less frenetic manner may wish to look at the ‘eight-step’ approach to change.
The author finds this model aids implementation of compliance / process programmes if planned at the inception of the project.
If both the planned project say introduction of a compliance programme is started with an effective change model such as the ‘eight-step’ technique, then a successful outcome is more likely.
To start with the CEO and executive team should set a tone of urgency relating to the project. This might coincide with the authorisation of a new software system or compliance system. This sense of urgency should be driven by the CEO and made clear within the business.
Step two is the formulation of a coalition of managers who will drive forward the project and deliver the change. The management team should buy into the project and its purpose and intended outcomes.
Step three requires a vision to be articulated. The author finds that some executives have some trouble with vision and mission statements. The vision could be articulated as the defined goal and benefits to the business.
Step four requires buy-in by all parties. The author would suggest that buy-in is harder than first envisaged. There is some work to be performed on the ‘shadow side’ of the entity to ensure that hidden barriers to change are identified and where possible removed.
I discuss the remaining steps in further blogs. At all key stages within the change process it is wise for the management team to review progress and examine what has been learnt to date that is positive and negative. Barriers will remain unless carefully identified and managed.
For further information and to book your change survey please contact: Marcus J Allen at Thamer James Ltd. Email: firstname.lastname@example.org
Marcus has twenty years’ experience in delivering successful change management projects in the areas of business processes and compliance.
Projects include organisations that have faced mergers and acquisitions and need to embrace a compliance culture rapidly and required assistance with change management. Through to large leisure sector businesses implementing a controls environment with parts of the business resistant to change. A change programme was successfully introduced.
Marcus holds the respected Diploma in Governance, Risk and Compliance from the International Compliance Association and holds a master’s degree in Management Learning & Change from the University of Bristol. Marcus is a Fellow of the Institute of Consultants and Fellow of the Chartered Management Institute.