Change Done, Well
We all experienced (been involved in, or seen) changes that have worked, but often we have seen change done badly (we tend to remember those well) and those are the ones we tend to remember.
Change is a given, a bit like death and taxes, but now the PACE is unprecedented – it’s like a roller coaster of a life time
I often hear people saying well change is a constant, so we just have to embrace it and get on with it, that is certainly true of the last 7 months, however often we are really just adapting to changes that are happening rather than driving it or embracing it.
This is true often in work life and our personal lives. Most people don’t like change, as they want to do what they have always done, it feels safer and so on …. we have all read the book on the ‘emotions’ that people go through during change.
There are a few personality types that thrive on change, but that doesn’t mean they are all great at getting change done well – you have the idea makers (lots of different ideas (scope creep), the planners and updaters (they love excel, to do lists) and the deliverers (who just want to get on and do it, hate all the talk, let’s just crack on).
Leading Significant Change is not for the faint hearted – as you have to be designer, negotiator, counsellor, planner, coach, auditor, communicator, motivator.
Covid created a ‘Burning platform’ – but it doesn’t necessarily mean it was done well.
Recently through discussions with various business leaders I have heard stories about how at the start of Covid there were significant challenges that had to be overcome, quickly and
that the teams: rallied together; were creative; focussed; resilient and got the tasks in hand done with a huge sense of pride.
From setting up homeworking, getting premises changes made, ramping up resources – for those businesses who have thrived (eg. online, distribution, food).
However, some of this now needs to be reviewed, as part of the future operating model not just a ‘temp fix’ – there are conversations about how inefficient or too costly some of these solutions may have been, or that for some it’s not sustainable.
Digital leaders – this put them on a pedestal – this became the only channel or the ‘promoted channel (not always best for the customer) this had a huge step up in focus. Many digital projects fast tracked and delivered from concept to production in a matter of weeks, some of which had been fighting for attention for months, even years.
So why don’t changes get done? Or done well?
In my personal experience, and our teams experience when working with companies whether that be for kick starting an existing change, or a new change there are many reasons as to why change fails from: cultural; leadership; governance; lack of focus; resources; skillsets; inadequate support, too complex, and many more.
However based on a recent poll that I did: 50% said this was due to inadequate change leadership; 25% due to the Purpose and Outcomes not being clear; 17% poor planning, 8% due to lack of engagement or support.
Adapting something should be simple, and often is, little adaptions feel easier. Changing is much more challenging but not impossible – often we make the change impossible
Change should be delivered with PACE, and this is not about the methodology you are using, which could be agile, prince and other methods. Using PACE framework is at the start, throughout and the end of change – ensuring that you have done this with PACE.
So, I will explain a bit more about this.
Purpose – creating a clear sense of why we are doing something – it’s about creating understand (if we understand it, we will get it quicker) – the reasons as to WHY we need to change. What’s the problem / opportunity? What do you want to achieve (objectives/outcomes), how would you describe once you have achieved it (Vision).
Agility – often mistaken for getting on with something quickly. That isn’t what working with agility is about. That would be like saying right we need to run ….. setting off running before you heard the end of the brief ! You still need a clear purpose, the journey of how you are going to get from A to D (depending on the change, this doesn’t always need a detailed line by line plan), break it down into bite sized chunks of time (so in the next 2-3 weeks we need to), and then having the ability to quickly react, adapt and evolve in response to circumstances – which maybe a business need, the effects of part of the change, or user research.
Contribution – three things are important about contribution.
1. Change Lead/Owner – at the outset it is important to define who is the change owner, some companies are calling this a Product Owner – this is the person who is accountable for making the change happen – they are there to who is going to give support, break down the barriers, galvanise the team. They are the Change Lead and Champion, typically there are less than 10% of people in businesses who can fulfil this role – this isn’t the project manager! Someone with a successful track record of delivering change, well.
2. Getting the Right Contribution at the Right Time, so who needs to be in the team? and when ? SME’s, partners, suppliers, who is the change impacting? What are their persona types – how do we get their input & involvement? Identifying some of this at the discovery sessions, and then ensuring you are reviewing this throughout for the weeks ahead.
3. Governance – where do you need to update or get contributions from the wider
Empowerment – often leaders and teams make the mistake of saying off you go you are empowered to make this change happen, or even worst just assuming the team knows what they can and can’t do.
It is important at the outset to decide what level of empowerment it warrants ?
a. Tame problem/Minor step change – something you can just let people sort it out
b. Wicked problem / new product – lots of collaboration to master the resolution or delivery
c. Critical – to the survival of the business, product line growth – important that someone take the lead and tells the team what they need to do now, next
and then what level of support do the team, members require…
So if you want change done well, remember PACE: Purpose, Agility, Contribution, Empowerment or if you have a struggling change programme or project – in order of priority CPAE !
Often an Outside In view can help – to get a fresh set of eyes, a different perspective, not teams who are familiar with your ways of working.
That is why our clients get in touch with Custerian to work with a clients teams to get the right stuff done, brilliantly !