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Implementing
  the vision of
  transformational
  change




Share this eBook:
Implementing the vision
    of transformational
    change

A great deal is written about the need for a     Every organisation needs a business change
vision of change that will inspire everyone in   lifecycle - a set of processes, activities and
your organisation to transform how they work     roles for defining, planning, implementing
and achieve the organisation’s strategic         and embedding change. Organisations are
objectives. Motivation comes from this           continually changing so you already have
exciting vision of the future, but motivation    people who implement change, but without
and positive feelings about the changes          a business change lifecycle the approach will
your organisation needs to make are not          lack consistency, there will be duplication of
enough. Transformational change is disruptive,   effort and a detailed understanding of how
impacting every area of the organisation,        the change will be achieved and its impact
and if there is no framework for guiding the     on other business initiatives will be insufficiently
changes then at best they will fail to embed     defined.
but at worst your organisation has taken
resources away from the ‘day job’ but realised
no benefits from this effort.




2     Share this eBook:
Benefits of a
  business change
  lifecycle

A decision to develop a business change             For individuals the creation of a business
lifecycle sends a clear message about how the       change lifecycle offers:
organisation views change:
                                                    •	 Clarification of the roles and responsibilities
•	 Change is normal and requires a set of              for making changes which builds
   processes and standards to guide it, just like      confidence as people know what is
   any other management discipline                     expected of them
•	 Implementing change is an important              •	 Faster start to change initiatives as the steps
   capability that is worth investing in               to be taken have already been defined
                                                       and supported with guides, templates and
•	 We will not rely on luck to advance the
                                                       checklists
   goals of our organisation but will apply
   a systematic set of controls to ensure we        •	 An effective team of change practitioners
   realise the benefits of our innovations             through the shared learning of standard
                                                       working practices
                                                    •	 Reassurance from knowing how to plan the
                                                       work, clarity about the purpose of each
                                                       step and knowing what comes next




                                                                Share this eBook:                        3
How to                           A business change lifecycle is essentially a
                                       change management methodology which


      create a
                                       is formed of a series of processes, each of
                                       which defines the activities needed to move a
                                       change through its evolution from initial idea to
                                       successful adoption, becoming the new busi-


      business
                                       ness norm.

                                       Many experts in change management have
                                       defined their own approach to this lifecycle


      change
                                       including John Kotter and his eight steps which
                                       begin with developing a guiding coalition and
                                       establishing a burning platform, Kurt Lewin and
                                       his model of ‘Unfreeze, Move and Refreeze’


      lifecycle
                                       and William Bridges who advocates marking
                                       the endings, managing through the neutral
                                       zone and celebrating new beginnings.




                                                          Work instructions


              Lessons Learned       Processes
                  Reports
                                                                    Quality criteria




            Training courses                                      Standards
                                     Business
                                    Change
                                    Lifecycle
    Workshop activities                                                       Checklists




                                                                   Agendas
          How To...guides
                                Templates



                                                      Questionnaires




4    Share this eBook:
The UK Cabinet Office through its Managing           Having applied all of these models (and more!)
Successful Programmes text has defined a             I have defined a generic four step model that
three step process of pre-transition, transition     can be applied to any type of organisational
and post-transition that details the analysis, de-   change:
livery and review activities needed for effective
business transformation.




                                             Clarify the reasons for the change and use this
           Assess the change                 information to motivate and persuade all those
                                             affected that the change is beneficial



                                              Identify the activities needed to implement the
                                              change, how these activities impact different
            Plan the change                   stakeholders and the resources required to carry
                                              out the activities



                                              Build participation in the change so that
                                              individuals apply the change to their working
        Implement the change                  practices, supported by a knowledgeable and
                                              experienced change team



                                             Celebrating the changes that have been made,
                                             measuring the benefits that have been achieved
           Embed the change                  and continuing to support those still making
                                             changes to their ways of working




                                                                Share this eBook:                 5
Applying                                      A business change lifecycle does not operate
                                                   in isolation from your existing governance


     the
                                                   arrangements. Operational governance
                                                   establishes the measures, standards and
                                                   control mechanisms that enable people to
                                                   carry out their work in an ‘approved’ manner.


     Business                                      Your existing project management framework
                                                   needs to align to your business change
                                                   lifecycle because it is through project


     Change
                                                   management that we develop the new
                                                   processes, systems and products that we are
                                                   implementing using the change management
                                                   steps defined in the business change lifecycle.


     Lifecycle                                     As this diagram shows, the project lifecycle
                                                   is not the driving force for the change.
                                                   The project is a product of the initial idea


     to your
                                                   for change and the project leads into the
                                                   implementation of the change.




     situation                                        Understanding
                                                      and planning
                                                                                 Implementing
                                                                                and embedding
                                                       the change                 the change


                                                      Creates vision          Encourages adoption
    It is also important to recognise:                 and stories               of the change
    •	 The extent to which an approach to
       managing change is embedded within
       the organisation                                Influencing                 Influencing
    •	 The perception that those working in            Motivating                  Motivating
       or with the organisation have of the            Persuading                  Persuading
       commitment to managing change
    •	 The level of motivation that exists for                                Creates achievements
                                                     Drives involvement
       addressing change management as a                                         and deliverables
                                                        in the project
       business issue

    To gather this information use a maturity
    model to map the existing capability that                     Project life cycle
    exists within the organisation and establish
    how the business change lifecycle will
    increase this capability and over what time
    frame this improvement will be achieved.




6        Share this eBook:
Conclusion
A business change lifecycle gives your
organisation greater certainty that the
changes it needs to make to deliver strategic
objectives and realise the benefits of change
will be achieved.

Tailoring a generic model to fit the culture of
your organisation communicates your belief in
quality, getting things done right first time and
a commitment to continued improvement
and enhancement of the way in which you do
business.

In the last year I have seen a dramatic increase
in the number of organisations who have
committed to putting as much effort into
defining their approach to managing change
and business transformation as they have
previously applied to their approach to project
management.




                                     A common starting point is the recognition that
                                     whilst their processes for managing projects has
                                     improved delivery, with projects completing
                                     on time and on budget, the realisation of the
                                     benefits from the projects is still unstructured.
                                     There is too much reliance on the goodwill of
                                     those impacted by the changes to understand
                                     how the project deliverables can be applied to
                                     their working practices and to create the time
                                     to make these changes whilst continuing to
                                     manage ‘business as usual’.

                                     The current economic environment means that
                                     existing staff are already working to maximum
                                     capacity and that the integration of new
                                     systems, processes and products needs to be
                                     carefully planned if performance targets are
                                     to be achieved. The business change lifecycle
                                     sets out a structure for these plans and gives
                                     everyone a straightforward mechanism for
                                     embedding change alongside their existing
                                     responsibilities.




                                                    Share this eBook:                    7
Get a one-to-one
    consultancy with Maven
    At your free one-to-one consultation with Melanie Franklin, CEO of Maven, you will discuss:

    •	 what changes your organisation needs to make and the benefits of achieving
       this goal

    •	 the likely impact of this transformation on existing business operations and the
       key challenges

    •	 your approach to this work and those activities needed to understand, plan,
       implement and embed the changes




               Call +44 (0)20 7403 7100 or email info@maventraining.co.uk
                            to book your free consultation today



                                    Melanie has an extensive track record
                                    in the successful realisation of business
                                    change programmes within the public
                                              and private sector.



                                              She is the founder and Chief Executive of Maven
                                               and balances her company responsibilities with
                                                her passion for helping organisations to make
                                               changes that deliver their strategic objectives.




                                               Melanie is the author of
                              ‘Managing Business Transformation – A Practical Guide’
                               which she wrote in response to the many requests that
                             she receives for help in developing an organisation-wide
                              approach for successfully integrating products, services
                            and business procedures. The ideas in the book are based
                             directly on the solutions that Melanie and her colleagues
                                 have devised to help organisations get better at
                                                changing themselves.




8    Share this eBook:
For further information about Maven Training
                              please contact:

                            Melanie Franklin
                   Telephone: 020 7403 7100
e-mail: melanie.franklin@maventraining.co.uk




                                Follow us on:


                               Twitter


                           Facebook


                             LinkedIn


                           Slideshare


                            YouTube


                               Scribd




                                                www.maventraining.co.uk   9

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Implementing the vision of transformational change

  • 1. Implementing the vision of transformational change Share this eBook:
  • 2. Implementing the vision of transformational change A great deal is written about the need for a Every organisation needs a business change vision of change that will inspire everyone in lifecycle - a set of processes, activities and your organisation to transform how they work roles for defining, planning, implementing and achieve the organisation’s strategic and embedding change. Organisations are objectives. Motivation comes from this continually changing so you already have exciting vision of the future, but motivation people who implement change, but without and positive feelings about the changes a business change lifecycle the approach will your organisation needs to make are not lack consistency, there will be duplication of enough. Transformational change is disruptive, effort and a detailed understanding of how impacting every area of the organisation, the change will be achieved and its impact and if there is no framework for guiding the on other business initiatives will be insufficiently changes then at best they will fail to embed defined. but at worst your organisation has taken resources away from the ‘day job’ but realised no benefits from this effort. 2 Share this eBook:
  • 3. Benefits of a business change lifecycle A decision to develop a business change For individuals the creation of a business lifecycle sends a clear message about how the change lifecycle offers: organisation views change: • Clarification of the roles and responsibilities • Change is normal and requires a set of for making changes which builds processes and standards to guide it, just like confidence as people know what is any other management discipline expected of them • Implementing change is an important • Faster start to change initiatives as the steps capability that is worth investing in to be taken have already been defined and supported with guides, templates and • We will not rely on luck to advance the checklists goals of our organisation but will apply a systematic set of controls to ensure we • An effective team of change practitioners realise the benefits of our innovations through the shared learning of standard working practices • Reassurance from knowing how to plan the work, clarity about the purpose of each step and knowing what comes next Share this eBook: 3
  • 4. How to A business change lifecycle is essentially a change management methodology which create a is formed of a series of processes, each of which defines the activities needed to move a change through its evolution from initial idea to successful adoption, becoming the new busi- business ness norm. Many experts in change management have defined their own approach to this lifecycle change including John Kotter and his eight steps which begin with developing a guiding coalition and establishing a burning platform, Kurt Lewin and his model of ‘Unfreeze, Move and Refreeze’ lifecycle and William Bridges who advocates marking the endings, managing through the neutral zone and celebrating new beginnings. Work instructions Lessons Learned Processes Reports Quality criteria Training courses Standards Business Change Lifecycle Workshop activities Checklists Agendas How To...guides Templates Questionnaires 4 Share this eBook:
  • 5. The UK Cabinet Office through its Managing Having applied all of these models (and more!) Successful Programmes text has defined a I have defined a generic four step model that three step process of pre-transition, transition can be applied to any type of organisational and post-transition that details the analysis, de- change: livery and review activities needed for effective business transformation. Clarify the reasons for the change and use this Assess the change information to motivate and persuade all those affected that the change is beneficial Identify the activities needed to implement the change, how these activities impact different Plan the change stakeholders and the resources required to carry out the activities Build participation in the change so that individuals apply the change to their working Implement the change practices, supported by a knowledgeable and experienced change team Celebrating the changes that have been made, measuring the benefits that have been achieved Embed the change and continuing to support those still making changes to their ways of working Share this eBook: 5
  • 6. Applying A business change lifecycle does not operate in isolation from your existing governance the arrangements. Operational governance establishes the measures, standards and control mechanisms that enable people to carry out their work in an ‘approved’ manner. Business Your existing project management framework needs to align to your business change lifecycle because it is through project Change management that we develop the new processes, systems and products that we are implementing using the change management steps defined in the business change lifecycle. Lifecycle As this diagram shows, the project lifecycle is not the driving force for the change. The project is a product of the initial idea to your for change and the project leads into the implementation of the change. situation Understanding and planning Implementing and embedding the change the change Creates vision Encourages adoption It is also important to recognise: and stories of the change • The extent to which an approach to managing change is embedded within the organisation Influencing Influencing • The perception that those working in Motivating Motivating or with the organisation have of the Persuading Persuading commitment to managing change • The level of motivation that exists for Creates achievements Drives involvement addressing change management as a and deliverables in the project business issue To gather this information use a maturity model to map the existing capability that Project life cycle exists within the organisation and establish how the business change lifecycle will increase this capability and over what time frame this improvement will be achieved. 6 Share this eBook:
  • 7. Conclusion A business change lifecycle gives your organisation greater certainty that the changes it needs to make to deliver strategic objectives and realise the benefits of change will be achieved. Tailoring a generic model to fit the culture of your organisation communicates your belief in quality, getting things done right first time and a commitment to continued improvement and enhancement of the way in which you do business. In the last year I have seen a dramatic increase in the number of organisations who have committed to putting as much effort into defining their approach to managing change and business transformation as they have previously applied to their approach to project management. A common starting point is the recognition that whilst their processes for managing projects has improved delivery, with projects completing on time and on budget, the realisation of the benefits from the projects is still unstructured. There is too much reliance on the goodwill of those impacted by the changes to understand how the project deliverables can be applied to their working practices and to create the time to make these changes whilst continuing to manage ‘business as usual’. The current economic environment means that existing staff are already working to maximum capacity and that the integration of new systems, processes and products needs to be carefully planned if performance targets are to be achieved. The business change lifecycle sets out a structure for these plans and gives everyone a straightforward mechanism for embedding change alongside their existing responsibilities. Share this eBook: 7
  • 8. Get a one-to-one consultancy with Maven At your free one-to-one consultation with Melanie Franklin, CEO of Maven, you will discuss: • what changes your organisation needs to make and the benefits of achieving this goal • the likely impact of this transformation on existing business operations and the key challenges • your approach to this work and those activities needed to understand, plan, implement and embed the changes Call +44 (0)20 7403 7100 or email info@maventraining.co.uk to book your free consultation today Melanie has an extensive track record in the successful realisation of business change programmes within the public and private sector. She is the founder and Chief Executive of Maven and balances her company responsibilities with her passion for helping organisations to make changes that deliver their strategic objectives. Melanie is the author of ‘Managing Business Transformation – A Practical Guide’ which she wrote in response to the many requests that she receives for help in developing an organisation-wide approach for successfully integrating products, services and business procedures. The ideas in the book are based directly on the solutions that Melanie and her colleagues have devised to help organisations get better at changing themselves. 8 Share this eBook:
  • 9. For further information about Maven Training please contact: Melanie Franklin Telephone: 020 7403 7100 e-mail: melanie.franklin@maventraining.co.uk Follow us on: Twitter Facebook LinkedIn Slideshare YouTube Scribd www.maventraining.co.uk 9