Change is an inevitable part of running any business. Some say that everybody should routinely block out some time in their weekly calendars to focus on change, improvement, rationalisation as a matter of course, but we simply don’t do this do we?
There are also events outside of our control which sometimes demand we make changes to our organisation to stay ahead of innovation, technology, competition, social, environmental, economical or political demands.
It is therefore quite a shock that our wholly rational plans to meet these challenges do not always meet with the immediate approval of our colleagues and employees. Even worse, when you have struggled to bring people on-board with your plans, you find that it simply doesn’t work in practice, or it may take forever to finally land your plans, costing more than you had budgeted and just in time to meet the demands of a new cause to make changes.
The continued and consistent accumulated evidence from CEO’s and Project Managers through a wide range of sources and in multiple markets points to the reality that very many ‘change efforts’ do fail. So we have put together some key activities that make change effective. They are:
- Preparation. By gaining deep, realistic insight into the complexity of the change, you can draw up effective plans.
- Robust methodology – aligned to project management principles.
- Roles and responsibilities – build the capability, apply the right skills in sponsors, change managers and then empower your staff to make decisions, communicate effectively and escalate when necessary.
- Invest – ensure you have enough budget.
At the Project Management and Risk Company we don’t just change systems, introduce new polices or processes and then leave. We make sure that your people are on board and can realise the full benefits of the change before we leave. Our Change Managers are:
Profile 1 (interim CEO, Strategic Progamme Leader, Tech Optimisation Leader)
Profile 2 (Business Process and Risk Programme Manager)
Profile 3 (Thought Leader, Corporate Governance SME, Enterprise Risk Manager, Head of Group Risk)