Definition
Managing change means co-ordinating a number of activities and
inter-relationships so that the organization can survive, and benefit
from, the process of change. A major challenge is to achieve the right
balance between the short-term pressure for change and longer-term
corporate goals.
Change is inherent in contemporary organizational
experience, and its management is not only critical to organizational
success and survival but is also at the crux of the
field of organization development.
Knowledge of the fundamental aspects of change is defined in terms of a
person's understanding of individual
responses to change and the general nature of change. Knowledge of the
change process is determined by a
person's understanding of three key processes: planning change,
managing change (both the "people" side and the
"organization" side) and evaluating change. It should be noted that
each dimension builds on those below it; in other
words, knowledge of the fundamental aspects of change is critical to
the process of planning, managing and
evaluating change.
The Issues
We live at a time when organizations are constantly changing and success
is now determined by how well the changes are implemented and whether
the desired gains can be achieved. This success is a direct result of
knowing how to identify obstacles, assess resistance, plan for action,
build commitment, and rapidly make adjustments. The skills for managing
change are essential components in the organization’s survival kit.
The most pertinent issue found with companies attempting to transform
philosophies or processes is the lack of substantial progress. Quite
often companies will start new programs with zeal and enthusiasm, and
find over time that not much is happening. Programs can be subjected to
perpetual delays, excuses, distractions, loss of focus, loss of energy
and loss of momentum.
There are three major reasons for why companies get bogged down or fail
in implementing new programs. (1) Lack of Strategic Commitment, (2)
Inadequate Resources, and (3) Resistance to Change.
First, the program must be part of the strategic plan to get the proper
visibility. if top management does not provide strong and consistent
support, most likely one of these three elements (money, resources, or
leadership) will not be present over the life of the program, severely
crippling chances for success. Top management in the "line"
organization and "staff" organizations must partner or those
accountable for business performance will "sabotage" or ignore the
effort. Change in an organization rarely succeeds without top
management support in the line organization.
Second, many companies will attempt to "save dollars" by doing
everything themselves, whether or not there are adequate skills within
the company. This approach can be a "kiss of death" for the program.
Time and time again we run across this mistake in ERP implementations.
People burn out after having put in extensive hours over a long period
of time.
Third, the lack of a change management approach as part of the program
can prevent a program from succeeding. Resistance to change is quite
often caused by (1) A failure to build a case for change, (2) Lack of
involvement by those responsible for working with changed processes (3)
Inadequate communication (4) Lack of visible top management support and
commitment, and (5) Arrogance.
Pragmatic Applications
Here are the elements we have found over the years to be characteristic of
companies who have successfully managed the change process:
Strong Leadership
The CEO drives the change process, leading the company to greater
heights. There is no substitute for a strong leader. He sets the
direction, and the priorities.
Consensus At The Top
The CEO and first reports agree wholeheartedly on the need for dramatic
change, and all work together in defining the vision and the resources
required for success. Teamsmanship is real, not feigned. Contributions
are sincere, not politicized.
A Shared Vision
A well articulated vision of where the company will be in three to five
years, expressed in specific performance outcomes, cascades throughout
the company. Every employee has personal objectives that tie to the
vision. Each has a direct effect on the outcome, and a well-defined
personal stake in achieving the vision.
The Right Attitude
Hidden personal agendas in top and middle management are cast aside to
make room for a major collective effort. The theme is "get on board, or
get out of the way." Those who block the effort are quickly disposed.
Commitment To See It Through
Plans do not get derailed at the signs of resistance or difficulty.
Solutions to problems are found and implemented. If something doesn't
work, something else is tried.
High Employee Involvement
All employees participate heavily in achieving team-based performance
objectives. Individualism is not lost in the team environment, but
reinforced. Problems are diagnosed and solved through teams that run
their own operation. All participate in continuously improving
personal, team, and organization performance. The focus is on quality,
cost, delivery, and customer satisfaction.
Permanently Empowered Employees
Decisions are driven downward to the team level on a permanent basis,
not a special project or temporary basis. Layers of management that get
in the way of fast decisions are removed, and accountability rests with
the team. Team leaders provide direction, priorities, and facilitation
to the team. Teams evolve to self-management.
A Comprehensive and Systematic Approach
A comprehensive master plan is created that addresses key integrated
leverage areas: culture, reward systems, strategy, process, structure,
and staffing/skills. All leverage areas are linked and the plan is
structured in manageable phases. The process is continuous.
Lots of Guts
A willingness to take risks and attack sacred cows to achieve
substantial results is prevalent. The focus is longer term, replacing
the monthly P&L as the driver for everyday operations. Problems are
anticipated and directly addressed.
Continuous Catalytic Activity at The CEO Level
Executives realize they do not have the objectivity, skills and
experience to enact radical change. External, objective, apolitical,
and experienced catalysts and consultants are used to help navigate,
find direction, and implement plans.
Trustworthy Communications Top Down/Bottom Up
The CEO and first reports continuously, repetitively, and consistently
meet with all groups for two-way communications. The CEO is highly
visible to all. Weekly or bi-weekly employee exchanges take place.
Fears are addressed. Truth and honesty prevails.
Ownership Of Change By a Vast Majority of Employees
High employee involvement in problem solving, finding solutions, and
implementing them creates authorship and ownership of the process. Peer
pressure makes things happen. Employees are trained and learn new
skills. Motivation is provided by the vision, strong leadership, team
involvement, and reward systems that reflect achievement of the vision.
Financial Resources
Equipment and staffing is provided as part of the master plan.
Substantial investments are made to reduce non-value added time on the
shop floor and in the office. Cost/benefit analyses identify the
results that will be achieved.
Extensive Education & Training at all Levels
Most employees, including upper and middle management, have been
conditioned over the years to be individuals and stars. Our society
teaches this. They simply don't know how to behave as team members
should. Courses in dealing with personality differences, team building,
stress management, conflict management, and many others can go a long
way in getting people to work cohesively. In addition, courses in
process mapping, set-up reductions, statistical process control, etc.,
can provide the techniques for re-engineering the processes.
Our Approach: Tools from a Toolchest
Rockford Consulting Group applies concepts and technologies as the situation warrants, that will result in the ultimate benefit to our clients. We treat strategies, technologies, and methodologies as tools in a toolchest, and use them when they offer practical solutions and achievable results. We believe that each client situation is unique, with its own unique set of solutions. Please see our organization culture change clinic(click here)
Why Us?
Rockford Consulting Group can provide long-term assistance to many companies in a variety of industries. The firm has a cadre of the best management consultants in the world today, providing high quality professionalism through the use of experience and innovation.
We subscribe to the Institute of Management Consultants Code of Professional Conduct. All consultants engaged on projects adhere to its principles. Whenever possible we will use consultants certified in their particular specialty area. Certification assures that consultants have substantial prior experience in their specialty, and their competencies have been tested by the IMC, and verified by a number of clients. This assures our clients that we are assigning the highest qualified consultants in the profession.
We provide technical expertise, team facilitation, leadership, and direction in deciding how you will meet the challenge. We refer you to our Qualification Statement for further details on our background, areas of specialization, concepts and technologies applied, staffing, operating policy, approach, companies and industries served, case studies and references. Equally as important, we train our clients to sustain new methods of manufacturing and the consequential benefits over time. Your company will benefit directly from this training.
We have achieved an efficiency in our approach to assignments that allows us to provide high quality technical and managerial advice in a much shorter amount of time than could be accomplished years ago. We are able to do this because of the extensive consulting experience that each of our specialists has.
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