How to define your non-cookie cutter change management strategy
To define your unique change management strategy, it is crucial to identify your business’ most pressing and high priority problems and define the problem in clear, compelling and unassailable terms as the very best candidate for organisational change at this time. Change management is different for everybody and cookie-cutter change management will lead to failure, therefore successful change management starts with defining your unique change management strategy for your own business challenges or opportunities.
Anxieties abound when considering and having made the decision to start a business transformation journey. Questions abound too – what are the change management types? What are the methodologies?
Well, it’s time to take a deep breath and consider the process from the ground up. Many change projects fail – you do not want yours to be one of them. The reasons are simple but they are myriad.
The failures may often not be a failure of implementation but more likely one of problem definition first and/or a problem of dodgy solution definition. and/or development. 3 possible levels of problems which can be compounded by each other, so businesses must be careful about defining very clearly which exact problems their transformation process is supposed to remediate. You must be careful to identify and define the problem in clear terms and ensure that the solutions chosen are actually addressing them!
The Rainmaker or Floodbreaker Challenge
We must identify that we are going down a track that solves a problem that we can relate to a pain in the organisation or a gain we would like to make. The links must be solid and traceable in every direction. If we cannot ask or answer a question with the same dimension on either side of the equation, we need to come out of that position. If we are constrained for resources, we may need to decide from amongst a raft of possible changes.
So this is the first challenge – getting clarity on what to change and clarity that that change will stop the fire or end the flood or make the rain or whatever is required or aspired to. This first clarity is a fundamental prerequisite before you can define your unique change management strategy.