The First 100 Days Of Sustainable Change V05
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The document discusses the concept of sustainable change and the essential role of skilled change leaders in effectively managing this process. It emphasizes the importance of trust, communication, and employee engagement as key factors in successful change initiatives, highlighting the need for a holistic approach. The first 100 days are outlined as critical for building organizational change through focused activities that drive engagement and define strategies for success.
The First 100 Days Of Sustainable Change V05
- 1. The First 100 Days of Sustainable Change leaders to be used during the change process. The skilled change leaders must be familiar with the The term sustainable change is defined as the frameworks, tools and techniques available in permanence of goals, behaviours, relationships, order to use the appropriate ones given a processes and systems for business advantage particular circumstance. There is no silver bullet, following a change. no one technique will be fit for purpose for all Demand For Change scenarios. Such tools include appreciative inquiry, collaborative loops, Balanced Scorecard, Six Sigma, Heraclitus 500BC stated 'Everything is in flux', like 7 Whole Scale Change, etc . Trust, employee 0 the constant flow of a river ; 2500 years later engagement and social networks form the floor of Kotter (1996) states The rate of change is not the house and addresses social theory; this gives going to slow down anytime soon. If anything, us firm grounding to walk on and utilises the competition in most industries will probably speed organisational social strengths and intellectual up even more in the next few decades. The capital in designing and developing employee-led demand for change is not going to diminish, change. certainly not in the short or medium term. Trust is multifaceted: trust in the executives to Success of Change articulate the true organisational problems, 70% of change initiatives fail and this statistic, without corporate rhetoric or spin. Trust in the quoted since the 1990s, shows no sign of change leaders to lead to achieve the agreed 2 3 outcomes and trust in the employees to own the improving (Kotter and Schlesinger , Senge , Rick 4 5 6 change. There is a clear objective to eradicate Maurer , Morley , Blanchard ). This means that a large element of the change effort results in hidden agendas and information asymmetry unsuccessful or dissipated change efforts i.e. part through openess. Employee engagement gives the of the change outright fails or the outcomes are employees the voice and managers the skills to be not sustained in the organisation culture. open to listening to employees. There is widespread debate in the change Executive Sponsorship and commitment and community regarding change management as an Communications and Stakeholder Management art or the rationalisation as a process which the form the walls of the house. Key success factors of artists argue negates the emotional intelligence change is ensuring executive sponsorship; this aspects that are required to sustain change. does not imply top-down driven change (although Actually, we need to combine these views to in some scenarios, e.g. short-term survival, this provide a holistic view of organisational change maybe desirable) but provides executive voice and and this principle underpins the House of Change. support in the organisational power and political structures to acquire or retain required resources. The House of Change Communication needs to be targeted, appropriate, timely, and needs to resonant with the audience. All too often communication is distributed too widely losing focus and, hence, loses resonance. The heart and soul of the house is the organisation culture and psychology and the heart of change is the execution strategies to be adopted to effect the change. The selection of execution strategy must be cognisant of the organisational culture and psychology that exists today and where the organisation wants to be. All of these aspects of the house are required in order to turn the bricks and mortor of the house into a home and fulfil the outcomes. The foundations of the house of change are the frameworks, tools, techniques and skilled change 息 Chris Phillips-Maund Page 1 of 4
- 2. First 100 Days Through this phase additional attention is given to fostering the social networks and evangelising the In the first 100 days the House of Change is formed change activity to the wider organisation networks for the particular organisation; opening up the st by building on the successes of the 1 deliverable. organisation to change and energising the participants to achieve greater step-change. The first 100 days focuses on participative interactions with executive sponsors and identification and development of change groups to develop the outcomes in terms of goals, relationships, behaviours, systems and processes and the methods and mechanisms to monitor the sustainability aspects of change. The first 100 days is broken down into 4 month st phases Listen, Formulise, Mobilise and 1 Deliverable. Listen The key focus here is to identify the key Two key activities flow through the 100 days stakeholders, set up change groups and listen to Manage Executive Sponsorship & Commitment gain an understanding of the organisation culture and Communications and Stakeholder and psychology. Management. These are the walls of the House of Change. A key outcome of this phase is the identification of organisational strengths. Benefits: Formulise 1. Reduced Business Risk: through increasing the ratio of successful change this reduces The formulise phase takes the output from the the organisational business risk by securing Listen phase and develops the outcomes, and more return per unit invested agrees the change strategies to be adopted to 2. Reduced Operational Cost: through the increase the success ratio of change. reduction of change not meeting expectations, reduction in dissipated change Mobilise outcomes and reduction in rework The mobilisation phase energises the change 3. Increased Return on Investment (ROI): groups to execute the agreed change strategies. reducing business risk and operational cost and increasing the ratio of success will result During this phase a key output is the definition of st in an increased ROI. the 1 deliverable to be delivered in month 4. This fosters the required level of urgency for senior All of this will not be finished in the first 100 executives and the change groups to celebrate and days. Nor will it be finished in the first 1000 days, visualise success. nor even perhaps in our lifetime on this planet. st But let us begin John F Kennedy Inaugural 1 Deliverable th Address 20 January 1961 st The 1 deliverable is made and the change anchored, through addressing the sustainability criteria Chris Phillips-Maund, mathematician, philosopher, spiritualist and change leader. Chris has 22 years experience providing visionary delivery of sustainable change resulting in bottom-line improvements and competitive advantage in financial services, consumer electronics, defence and transport sectors. Chris' profile http://uk.linkedin.com/in/chrisphillipsmaund and e-mail chris_phillips-maund@hotmail.com 息 Chris Phillips-Maund Page 2 of 4
- 3. 1. http://www.trincoll.edu/depts/phil/philo/phils/heraclitus.html accessed 27th November 2010 2. Kotter and Schlesinger (2008), Choosing Strategies for Change, Harvard Business Review 3. Senge, 2007, The Fifth Discipline: The Dance of Change 4. http://api.ning.com/files/ZCNTy9*OoOVc96RRabyRdaKDF2WkehNFlwYh2CgF-sw58sVL1- GU5qXrWXqnp6MYgejoaMsn7jKI6yDuXh-BawSxGNvcHMvv/WhyChangesFailExecBriefingAug13final1.pdf accessed 9th December 2010 5. http://www.strategies-for-managing-change.com/support-files/researchprogramfailure.pdf accessed 9th December 2010 6. http://www.kenblanchard.com/img/pub/Blanchard_Mastering_the_Art_of_Change.pdf accessed 9th December 2010 7. Holman P., Devane T. and Cady S.2007, The Change Handbook Berret-Koehler Publishers Inc, San Francisco 息 Chris Phillips-Maund Page 3 of 4
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