Change management creating change

Based on our experience there are three types of change manageemnt. That which is strategic and involves the creative challeneg of senior executives; the programme office which involved charts, reports and project meetings and finally that which seems to be based on process mapping, organisation design and the slamming in of a new IT system.

Change management could be all of these. Our view is that starting with change management or the famous “we (not I) need to change” rallying cry is simply doomed to fail as some point.

We take a slightly different approach. By really understanding the current situation (and you don’t need an as-is proccess map to do that), coupled with a clearly thought through and documented startegy it is possible to see the gap. The change project, which exists to close the gap should be about the difference it will make and not a discussion about on-time and to-budget. Of course, these are required, we see them as a quality control role and not the focus for the sponsors attention. Talking about sponsors, we have a role description. Drop us a line if you would like a copy.

If you focus on the value of the change before he process of the change then you will reduce the risk of the chnage itself. Bear in mind that activities and actions do not necessarily mean progress. To ensure we deliver the most value we focus on those areas that generate value for the business.

At Thoughtcrew we don’t just manage change we help create change. We do this by challenging the norm and by helping leadership teams get breakthrough thinking. The hardest part in any change is in the first few steps. Getting a clear understanding of the problem and then working with the senior management team to get buy-in is key to successful change. Change creation is then the pivotal step in any programme. Before you put the change manager in place are you sure that you have created the change that needs managing?