Catalysts for a balanced agility

The question of engaging the teams affected by a change initiative is like discussing the value of oxygen in our breathing process.

To identify, inspect & adapt - don't view any of the transformation initiatives as one time event or a point to be reached. Rather, view it as a work in progress that will constantly need modifications. The following three steps will help you focus further:

Continuous Improvement

The two extremes:

Change strategists in the past have either focused themselves completely for top-down approach or an exact opposite. While there is value in getting reviewed by a fresh pair of eyes and focus on outside the box questioning, there is proven higher rate of success when a contextual and balanced approach is deployed.

Reality on the ground:

Irrespective of the high level strategic initiatives - engagement with the reality on the ground is crucial, critical and highly effective. Especially in such instances, it is imperative to get people affected by a change to help define the problem and design a solution (e.g. brainstorming, affinity/ KJ Analysis).

Rewards & Accountability:

Once the ground reality is established, gather the appropriate and focused (narrow) metrics. Base your change on hard data that everyone has access to and enhance multilevel transparency. Institutionalize the change by starting with a single project with a group of passionate influencers. Then move to consistently apply repeatable light weight and outcome driven objective processes across the rest of the organization. Build accountability into such processes.

While combining the above three steps, create interlocking dependencies between different parts of the organization so that they have a mutual interest in sustaining the change.

External forces require a company to constantly change, and a successful culture has a well disciplined methodology that allows it to do that.

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Thank you very much for the insights and suggestions.

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