Lay the foundations of the change initiative. Specific areas of focus include:
>>The change project will bring about changes, create a common vision of the range and character of the changes which will come about from the change venture.
>>Carry out some practical planning for the project concerning the duties, possessorships and functions.
>>Align the project with the general game plan of the corporation
>>Assess the cross-impact of other initiatives and the extent to which the organisation can bear the additional "load" that will be imposed by the new initiative.
>>Organise meetings and discussions with management in order to elicit their expectations and any possible apprehensions then conduct a management seminar to pin point steps to attend to these.
Fulfill
The "project" phase of the initiative that will result in implementation and a transition to the "to be". This phase consists of four main streams:
>>Manage the process - project management activities related to the change process. Specific areas of focus include
>A detailed change strategy and plan.
>An elaborate information transfer plan of action
>Stakeholder management strategy and plan..
>Identifying emerging issues and following through on them till they are resolved
>>Transfer of information - ways and means of delivering information must be developed and evaluated. Some focus areas include:
>Carry out the plan and modify or adjust it depending on the response.
>Enable "friendlier" two-way communication
>Enable leaders to communicate effectively..
>>Control shareholders - recognise, rank, involve and evaluate shareholders. Particular focus areas embody:
>Ensure that all key stakeholders have an adequate understanding of the project objectives, timeline and process..
>Key investors in the organisation need to be made aware of how and when the project will have an effect on them.
>Deal with shareholder adversity (in case there is any) try to get them to adjust their attitudes to be more postive toward the changes which will manifest.
>Use an effective method of responses between shareholders and the project team.
>>Empower the change in individuals as well as the whole organisation. Evolve organisational capacity to cope with the chage. Areas to focus on include:
>Outline the end result succinctly so that the ramifications for shareholders can be ascertained.
>Ascertain what impacts will affect the shareholders, have discussions and meetings to iron out what actions will be required on their part once the proposed changes have manifested
>Manage opposition to the proposed changes so that progress is not disturbed by an individual or group disturbing the organisation's ability to enable a change.
>Button down, elect and effect the obligatory steps to enable the change.
>Ensure that performance management is aligned with the desired outcomes of the change initiative.
Preserve
This phase begins before the completion of the project and emphasis is placed on the ability to maintain the changes which the venture has brought about.
>Complete the transfer of ownership from the project team to the business.
>Formulate and execute an implanting plan.
>Confirm that management has a clear grasp of what is now expected of them and they are ready to fulfill their new duties.
>Confirm that performance management systems are aligned with the new environment and that there is effective performance management to address non-compliance and poor discipline in terms of the requirements of the new environment.
>Create a competent assistance structure.
>Continuing process of finding issues and resolving them.
Author Resource:
I'm a bit of a geek, past experience has seen me work as a project manager as well as a consulting serivices director on extensive projects prior to embarking on my journey in the field of change management . If you count yourself among one of those who think change canagement is a fuzzy concept, or is something that you just "pick up" as a management skill along the way, I have news for you.
Go and take a visit at our site. you will find plenty of resources for yourself as a leader, consultant or even an individual.
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