We’ve tried change management and it doesn’t work. Weary executives have collectively committed millions of dollars to change management programs, tools, workshops, and employee certification. The result has been a resoundingly hollow thud. In most organizations, adoption of new ERP systems, desired cultural changes or improved processes in operations, production, or accounting are slower than anticipated, wasting valuable resources. It does not have to be this way.
A Fortune 100 retail organization was disheartened with employees’ slow adoption of desired process changes following a major acquisition. The business case was predicated on implementing new customer facing behaviours. Prior organizational change was actively resisted or reverted to former practices within a year of adoption. Even though the organization was successful on many other fronts, the opportunity costs were mounting and there was a resultant impact on EBITA. Within the first six months we made sustained progress.. By the end of one year, they achieved a 300% improvement in productivity, well beyond their expectations.
Like other organizations who have been successful, they utilized the following strategies:
- Ask “Why?”
- When I’m with my clients, I sit in boardrooms, stop by cubicles, attend meetings, and visit production facilities and retail sites. As an objective outsider, I start by asking “why.” This powerful question generates invaluable information.
- Ask “What?”
- Ask your employees, “What needs to change?” and “What should we stop doing?”
- Reportedly, 66% of employees regularly complain to family and friends about their boss. Give them the power to improve their jobs by asking them for the answers.
- Employees and customers need to be the winners.
- Want the change to happen and to stick? Your people want to contribute. They want your customers to become raving fans. They want your company to be successful. They have a vested interest a profitable enterprise.
- If the change is not going to benefit customers and/or employees, I toss away the business case and we start again.
- Tear off labels.
- Stop talking about “Change Management”. Remove the terminology from your communication. No one is listening and they are not inspired. Your employees are as tired of the terminology as you are.
- Speak about continuous improvement and each person’s role in achieving your goals.
- Stop investing $$$ on a change “event”.
- Invest instead in the development of your best performers and in making systemic cultural and process improvements. Every month. Every year…until it becomes the way you do business.
“There is nothing permanent in life except change” (Heraclitus).
As you alter your approach from a series of (change) battles to be won to an environment of sustained progress that rewards performance and holds everyone accountable, the rewards are palatable.
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