How to manage many change initiatives (including enterprise scope)

2019-04-23 Uncategorized No comment

When I was a child, I often liked to listen to my Walkman. I like to make a mix of my favorite music and share it with my friends. We spent hours discussing our favorite songs, so we like these songs. The button became very nice to wear. My pride and joy will never change, it is almost unbelievable. Hmm… it did a lot of times… first of all, the better model has higher fidelity, then the thinner Walkman, then the tape comes out, and comes from the minidisc player, the final CD player Won the battle. After several generations of iPods, we now have mobile phones and watches to replace Walkman.

There are countless articles outlining how we are now facing unprecedented changes in technology, innovation and continued globalization. A few years ago, Apple has become the world's largest smartphone manufacturer, Motorola, Nokia and RIM. Utilities are facing major changes as the cost of modernization of the grid increases, commodity prices fluctuate and concerns about renewable energy. Financial services companies are facing a series of regulatory changes, maintaining the cost of IT money, increasing loan costs, growing digital banking and increasing online competition. Other industries that are undergoing major changes include telecommunications, certain government sectors, and health.

So how does an organization effectively manage and coordinate a large number of change plans and their impact on employee performance and customer experience?

First, changing initiatives in the eyes of employees and customers is a way for them to be asked to do something differently. This may mean adjusting a different look and feel when a person logs into the company's system, understanding the company's new products, leading new policies implemented by the entire organization, company restructuring or cost reduction plans. New behaviors after changing plans may include using the system in different ways, following new policies, performing different work steps, or learning how to use new products, such as the new iWatch [no prizes can guess which products I am excited about].

To manage changes effectively, you must know what the change is. This may sound too intuitive, but it is a key challenge for companies that are undergoing major changes. In most large companies, different departments manage different change plans in an island. The marketing department may also drive many product changes and any compliance with government product disclosure legislation. Call center employees are affected by multiple departments because call agents need to be aware of all product changes, system changes, legislative changes, and sales/promotion plans.

In this way, you can see that a change plan usually affects not only one department but also multiple departments. For example, launching new IT systems, new departmental strategies [affecting how other departments work with the department], and new financial or human resources policies [often affecting the entire company]. Therefore, understanding the entire company is critical to better managing the impact on employees and customers because it clearly understands the content, time and manner in which changes will affect a group of employees and customers.

How does the company create an integrated view of all change plans? It depends on the size of the company. For small organizations or organizations in industries that are relatively stable and are not prone to concurrent changes, spreadsheets may be sufficient. However, for larger organizations with large operations across geographies or functions, a more rigorous approach may be required.

Unfortunately, many of these large organizations still rely on a variety of independent spreadsheets that require a lot of manual work to collect, verify, analyze, and report on. This data is the same as the last data when the "driver" was last called. Change to verify initiative. Most of the data is concentrated on costs, timelines and resource data – a key part of the change is the change impact data [the nature of the impact of employees and customers on the project].

For example, in a given year, a large financial services company may face more than 10 legislative changes, numerous business improvement plans are promoted at the enterprise, split and divisible level, various restructuring work, at least 30 technologies Change, department-driven policy procurement, finance, human resources, etc. This list is still going on. A predecessor organization I have worked on has more than 500 change plans this year. It's no wonder that the department responsible for managing the various impacts on employees and customers is overwhelmed.

When I talk to colleagues in a divisional operation, they say they are constantly challenging to understand the changes that will occur, from which department, to which team, to what time frame, in what manner, and to the size of the impact. Since each department has its own separate spreadsheet [or no] and multiple changes affect the same group of people, this has a continuing impact on employee performance, operational efficiency, and the risk of not achieving planned goal benefits.

There is a story describing how a department can push a call center to sell product A as much as possible to achieve sales targets, while another department has issued a notice stating that product A is reaching ' end of life' and should not have Further sales. Imagine the impact of a confused agent team on performance results and customer experience.

So, for companies that are undergoing multiple transformations, regardless of legislative, technical, policy, strategic or product changes, can they create a comprehensive view of all change plans?

In order to be able to count and maintain hundreds of possible change plans, online tools are very helpful in managing this complexity. To help reduce complexity, better communicate change, and better manage risk, online tools should include the following features:

Easy to manage and maintain both 'drive'&'receiver' changes mean that the tool should be quick to fill in and easy to access while still capturing people's critical data points changing impact

Focus on collecting key personnel change impact data to complement other existing projects or business data

Effective and flexible reporting tools to help operations managers, project management offices and senior management plan people to prepare for change initiatives

Analytical tools to help identify change risks, such as changing load and time issues, initiatives that may require prioritization

Tailored for the organization – because each organization has different departments, change types, reporting requirements, and so on.

However, we all know that any tool is as good as the people who use them. An effective tool that helps tell the story of a series of changes that the company is starting to do. It needs to be supplemented with 1] an effective operational rhythm, embedding tools into the company's normal operations, and 2] leveraging the capabilities of the tools to make business decisions.

1. The rhythm of the embedded tool.

This includes the process of driving the use of the tool in all parts of the organization. Therefore, for marketing, it should be determined that the role is responsible for coordinating product changes and ensuring that these changes are entered into the tool. After evaluating the timing of the various releases [for images that affect specific employee and customer groups], it may also be necessary to identify marketing plan roles to analyze data from the tools to plan product launches.

A comprehensive description of the change initiatives through the tool will also lead to the need to establish an enterprise [company/group level] governance body or committee to oversee the development of tools and upgrades to meet the needs of various holders and discuss changes. Any strategic issues of delivery risk and program priority [both of which may be assigned to different committees].

2. The ability to make business decisions using the tool.

After a comprehensive view of the change plan, companies will need to learn how to use data to make key decisions around managing employee bandwidth to absorb change plans, resource impacts, potential impact on customer experience, schedules, and strategies. Need to determine how much "change capacity". It will be seen as a lot, ideally related to historical data to arrive at a causal relationship.

In the process of developing enterprise transformation tools, companies will find that their overall transformation capabilities will increase, and because of the implementation of SAP, they often find their target capabilities associated with the specific modules being rolled out. This is because the company's processes and operations are being redesigned to support the tool, assuming the tool is designed at the change management best practices level.

In this article, I will focus on understanding the initial basic equations of change and making a comprehensive observation of the plan. Once established, there are many other areas that need attention to effectively manage a large number of programs, such as establishing and expanding management leadership change leadership, building…


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