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Best Practices

Best Practices in change management

  • Sooner you start planning for change better

  • Have a strong influential sponsor

  • Review previous projects' lesson learned 

  • Have a structured approach to managing change

  • Update stakeholder register regularly with changes in support level of stakeholders

  • Regularly update the stakeholders

  • Continuously seek feedback from the end-user / impacted population

  • Have a compelling - shared need statement ... a clear why we need to change - in a short, simple statement. The need for change must exceed its resistance.

  • Have a clear alignment of "why are we doing this" to the organization's vision 

  • Use as many communication channels as much as possible - Emails are not the most effective medium - face to face, town-halls, roadshows, are better

  • A pilot in a small contained the area and be flexible to change the design if required

  • Have a strong sponsor - but don't forget middle management. Middle management controls the adoption

  • Have an informal feedback collection mechanism - know the influencers in the impacted population and reach out to them, make them a part of the solution, gain insights from them 

Change management - The Compass Diagram

Change Management - the compass diagram

  • Above are the primary requirements for change management. The whole process on previous pages has been broken down, keeping in view, to achieve compliance with the above steps. 

  • See the arrows start and end points and you will get an idea of what to do. 

  • Leading Change:

  • Having a champion who sponsors the change.

  • Creating A Shared Need:

  • The reason to change, whether driven by threat or opportunity, is instilled within the organization and widely shared through data, demonstration, demand or diagnosis. The need for change must exceed its resistance.

  • Shaping A Vision:

  • The desired outcome of change is clear, legitimate, widely understood and shared.

  • Mobilizing Commitment:

  • There is a strong commitment from key constituents to invest in the change, make it work, and demand and receive management attention.

  • Making Change Last:

  • Its necessary to sustain adoption gained through the project period and it shouldn't die down after the project is over

  • Monitoring Progress:

  • During the project and after the handover is necessary to confirm the right direction and taking corrective actions.

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