Making Change Stick

We have received a lot of valuable feedback from our first installment of the Executive Study. Here is the link to the study if you would like to read it.

Change management is the one area that our readers felt was missing in the study. Many of our readers believe that change management is a critical component to any successful IT implementation. We at Beatha Group, certainly do not disagree. We were asked by one operator in particular if we follow a certain philosophy for change management. The answer is, yes. With that being said, we thought it would be helpful to share the 3 elements that we tend to focus on in our implementations.

1. The Quintessential Question - I think a common issue with any change management project, is when a team does not consistently ask the single most important question, “What’s in it for me?”. This should be asked on behalf of all stakeholders involved - leaders, end-users, etc. In fact, we found that every change management discussion should be opened with this question. This simple yet effective question will help uncover precisely what is necessary to cultivate the appropriate behavior. After all, changing behavior to produce a desired outcome is the ultimate objective.

2. Quantifiable Metrics - I am surprised by how often organizations neglect to apply key metrics when measuring progress. We always encourage our clients to think about both “macro and micro” metrics. In other words, what are the macro metrics that you monitor to evaluate your change management goals? On the other hand, the micro metrics should be those so-called leading indicators that you may evaluate on a more frequent basis to help course correct. Consider the GPS metaphor, once you know your (macro) destination, you should understand the (micro) steps in order to arrive.

3. Sustainable Training - If your organization is challenged with turnover, it is especially important to have a long-term view of any organizational change. One helpful exercise is to consider what your team will look like in 6-12 months based on current turnover data. Given this projection, determine how you develop your training and retaining efforts. It can be a bitter pill to swallow, as it will certainly increase the scope and cost of the project. However, you must consider the alternative. It generally becomes far easier to sell the business case to leadership if you can compare the incremental cost for sustainable training versus failing to reach the project objectives.

We hope these tips provides some food for thought with your current or future change management efforts.  A special thank you to those readers that called this to our attention. This is a good reminder for our business and the extended Beatha community.

Let us know what you think. What has worked for your organization? Do you follow a certain change management methodology that would be valuable to share?