	Change Management Our approach to Change Management is comprehensive in terms of its scope (we don't pretend to have every technique nailed down), is integrated, revisits basic principles (back to basics) regularly, and is flexible – these are our primary strength and differentiator. Generally in any project programme of work there are 3 phases to the work, as follows: Overview / Scope – the policy decisions; what is in and what is out; performance targets. Design – what the new system will look like; "drawings" & models; specifications. Implementation – making it happen in detail / on the ground / where the rubber hits the road. These 3 phases of work will occur within the context of a methodology, which when customised will guide one as regards the activities for each work step, the length of time and the nature of the deliverables for each work step. However, change principles that underlie any work are even more fundamental to successful implementation. Implementation of a programme of work is generally regarded as being "3" times more difficult than design – it's the detail that matters and where rationality & reality "integrate". Also implementation is the responsibility of the line manager – the time for "experts" has past, although mentoring can be effective. Many "systems / organisational" initiatives don't succeed – for a myriad of reasons. This is why an integrated framework around Change Management that is flexible is needed rather than being overly technique based. Performance targets are an essential start – what has then to be figured out are the means – the ends don't justify the means, but they do help to define them / give them direction. The private sector tends to over focus on ends, while the public sector over focuses on activity. Too many people don't know enough about the proper means, which requires prudential judgement, involving knowledge and experience. ("The road to hell is paved with good intentions!"). This implies goal directed behaviour within an appropriate development framework and this is key to successful work management alongside well–defined accountabilities, timeframes (eg interim deadlines), and appropriate skills / capabilities. Think of a journey from A to B. Looking back at A from B is easy (20/20 hindsight vision); looking forward from A towards B is challenging as the roadmap is never that clear – particularly if the result is years out, and there are a number of systems to be redeveloped. In the context of a scope and /or design documentation, you need to start with a current assessment / review, to determine where point A is situated in the context of the new "model" – so you have to develop the ability to think that you are at B, and then see A in the context of B. This is quite different from the situation of "I know where A is, because I am there" – but not really in the context of B. In terms of a "performance" culture, it is also not acceptable to freeze at point A because of fear of not knowing point B or the "right" direction – movement towards B is essential even if it comes at some interim price. Change management is this journey from A to B. Some key principles regarding Organizational / Policy / IT / Operational Change: Thinking Change does not make it happen; strategizing Change does not make it happen – you have to make change happen, step by step – a journey means just that. Truth is more important than good news during change and uncertainty. People will always fear the unknown – this is the default position of the "unconverted". "The middle ground" will generally be non–commital and hedge its bets. Change involves altering ones own framework of thinking about the organization and your work – the leader has to be "visionary". Regard Change as an act of creation – you are creating the future – this helps create a positive image – you are going to make "it" better. Change is more than nuts and bolts, and "why" can be more important than "how" – this is a communications challenge. Change is a significant challenge – it requires corporate and personal effort – often more than you would like to think – it will require a lot of conviction. Change generally involves personal risks – and will need to be specifically addressed – and learn to be comfortable with being uncomfortable. You will need to develop champions of Change as the work progresses. This is what is meant by "getting on board" which requires ownership by them of the work – you have to sell the change not as an ego thing, but as a common cause (and a letting go by you). Trust is earned by those who demonstrate consistent behaviour and clear values. Successful Change generally requires a sense of urgency (a need to get this done today) – it has to be real, it cannot be vague. There is a need for interim deadlines. Successful Change generally requires a sense of urgency (a need to get this done today) – it has to be real, it cannot be vague. There is a need for interim deadlines. You will build the momentum for Change by creating small successes at the outset (getting the ball rolling / "Tosach maith leath na hoibre" – "success breeds success") Thought processes and relationship dynamics are fundamental if change is to be successful. "It should be borne in mind that there is nothing more difficult to arrange, more doubtful of success, and more dangerous to carry through than to initiate a "new order of things" (Machiavelli – the Prince, 16th century) Work Strategy / Structure: It is important to be able to break any major piece of work into discrete (possibly interdependent) categories of work programmes due to their inherent work characteristics into differing tracks as follows: Organisational change projects Capital projects: such as building works, infrastructure projects IT projects Process based changes, including "lean", innovation etc (eg. back office functions, etc.). This will also require a subdivision between management and transactional processes. Work practices revisions: eg. renegotiation of a work contract. These should be made into a continuous improvement approach) etc. This area can require significant negotiations with unions, staff etc. In our view, there are four key areas to focus on in the methodology of Change projects: Developing a change climate (the cultural context). This involves addressing the concerns of stakeholders ("what's in it for me?"), training people for the tasks that will be required of them, empowering people as much as possible and regarding resistance as a learning opportunity. Cost & risk / benefit analysis is a particularly effective manner to encourage change; normally, in an initiative, costs are generally specific, immediate and incurred up front, while benefits may not be so specific, occur downstream and are long term. Focusing on benefits forces one to look into the future state and relate it by means of the change framework back to the current situation. Benefits can be repositioned as targets to be achieved. Providing leadership. The future success of organizations depends, to a great extent, on its leaders being able to lead change. The work involves establishing a clear, practical vision of the desired future state. It also involves aligning the reward systems of the organization with the new goals of the organization and providing for a two–way flow of information in regards to actual change and associated issues. Engaging people (emotional). This involves striving for small, early successes, managing expectations, realizing and consolidating benefits, driving out the fear associated with change as much as possible, neutralizing opposition, and overcoming barriers as they arise. Implementation is ultimately about changing peoples' behaviour. Project / work management (rational). This is the "mechanical / bread and butter " aspect of the change process and involves general project management aspects, developing appropriate management structures to manage the change, drawing up plans, identifying risks, assigning and deploying resources and timeframes to / deliverables for the respective tasks, setting up mechanisms for reporting accomplishments and taking corrective action as appropriate. In the context of systems change, identifiable intermediate goals within a 3 to 6 month timeframe are a useful mechanism – so long as these intermediate goals fit into the overall timeframe and framework in an appropriate manner. Next come the respective techniques (e.g. "lean" ideas such as standardization, checklists, 5S etc.) and finally individual tasks. Key Message: Given the relationship between means and ends, successful implementation needs the integration of vision, principles, organisation & work structure, change methodology, intermediate targets, techniques and tasks, "back to basics", flexibility and leadership.

Change Management

Our approach to Change Management is comprehensive in terms of its scope (we don't pretend to have every technique nailed down), is integrated, revisits basic principles (back to basics) regularly, and is flexible – these are our primary strength and differentiator.

Generally in any project programme of work there are 3 phases to the work, as follows:

Overview / Scope – the policy decisions; what is in and what is out; performance targets.
Design – what the new system will look like; "drawings" & models; specifications.
Implementation – making it happen in detail / on the ground / where the rubber hits the road.

These 3 phases of work will occur within the context of a methodology, which when customised will guide one as regards the activities for each work step, the length of time and the nature of the deliverables for each work step. However, change principles that underlie any work are even more fundamental to successful implementation.

Implementation of a programme of work is generally regarded as being "3" times more difficult than design – it's the detail that matters and where rationality & reality "integrate". Also implementation is the responsibility of the line manager – the time for "experts" has past, although mentoring can be effective. Many "systems / organisational" initiatives don't succeed – for a myriad of reasons. This is why an integrated framework around Change Management that is flexible is needed rather than being overly technique based.

Performance targets are an essential start – what has then to be figured out are the means – the ends don't justify the means, but they do help to define them / give them direction. The private sector tends to over focus on ends, while the public sector over focuses on activity. Too many people don't know enough about the proper means, which requires prudential judgement, involving knowledge and experience. ("The road to hell is paved with good intentions!"). This implies goal directed behaviour within an appropriate development framework and this is key to successful work management alongside well–defined accountabilities, timeframes (eg interim deadlines), and appropriate skills / capabilities.

Think of a journey from A to B. Looking back at A from B is easy (20/20 hindsight vision); looking forward from A towards B is challenging as the roadmap is never that clear – particularly if the result is years out, and there are a number of systems to be redeveloped. In the context of a scope and /or design documentation, you need to start with a current assessment / review, to determine where point A is situated in the context of the new "model" – so you have to develop the ability to think that you are at B, and then see A in the context of B. This is quite different from the situation of "I know where A is, because I am there" – but not really in the context of B. In terms of a "performance" culture, it is also not acceptable to freeze at point A because of fear of not knowing point B or the "right" direction – movement towards B is essential even if it comes at some interim price. Change management is this journey from A to B.

Some key principles regarding Organizational / Policy / IT / Operational Change:

Thinking Change does not make it happen; strategizing Change does not make it happen – you have to make change happen, step by step – a journey means just that.
Truth is more important than good news during change and uncertainty.
People will always fear the unknown – this is the default position of the "unconverted".
"The middle ground" will generally be non–commital and hedge its bets.
Change involves altering ones own framework of thinking about the organization and your work – the leader has to be "visionary".
Regard Change as an act of creation – you are creating the future – this helps create a positive image – you are going to make "it" better.
Change is more than nuts and bolts, and "why" can be more important than "how" – this is a communications challenge.
Change is a significant challenge – it requires corporate and personal effort – often more than you would like to think – it will require a lot of conviction.
Change generally involves personal risks – and will need to be specifically addressed – and learn to be comfortable with being uncomfortable.
You will need to develop champions of Change as the work progresses. This is what is meant by "getting on board" which requires ownership by them of the work – you have to sell the change not as an ego thing, but as a common cause (and a letting go by you).
Trust is earned by those who demonstrate consistent behaviour and clear values. Successful Change generally requires a sense of urgency (a need to get this done today) – it has to be real, it cannot be vague. There is a need for interim deadlines.
Successful Change generally requires a sense of urgency (a need to get this done today) – it has to be real, it cannot be vague. There is a need for interim deadlines.
You will build the momentum for Change by creating small successes at the outset (getting the ball rolling / "Tosach maith leath na hoibre" – "success breeds success")
Thought processes and relationship dynamics are fundamental if change is to be successful.
"It should be borne in mind that there is nothing more difficult to arrange, more doubtful of success, and more dangerous to carry through than to initiate a "new order of things" (Machiavelli – the Prince, 16th century)

Work Strategy / Structure: It is important to be able to break any major piece of work into discrete (possibly interdependent) categories of work programmes due to their inherent work characteristics into differing tracks as follows:

Organisational change projects
Capital projects: such as building works, infrastructure projects
IT projects
Process based changes, including "lean", innovation etc (eg. back office functions, etc.). This will also require a subdivision between management and transactional processes.
Work practices revisions: eg. renegotiation of a work contract. These should be made into a continuous improvement approach) etc. This area can require significant negotiations with unions, staff etc.

In our view, there are four key areas to focus on in the methodology of Change projects:

Developing a change climate (the cultural context). This involves addressing the concerns of stakeholders ("what's in it for me?"), training people for the tasks that will be required of them, empowering people as much as possible and regarding resistance as a learning opportunity. Cost & risk / benefit analysis is a particularly effective manner to encourage change; normally, in an initiative, costs are generally specific, immediate and incurred up front, while benefits may not be so specific, occur downstream and are long term. Focusing on benefits forces one to look into the future state and relate it by means of the change framework back to the current situation. Benefits can be repositioned as targets to be achieved.

Providing leadership. The future success of organizations depends, to a great extent, on its leaders being able to lead change. The work involves establishing a clear, practical vision of the desired future state. It also involves aligning the reward systems of the organization with the new goals of the organization and providing for a two–way flow of information in regards to actual change and associated issues.

Engaging people (emotional). This involves striving for small, early successes, managing expectations, realizing and consolidating benefits, driving out the fear associated with change as much as possible, neutralizing opposition, and overcoming barriers as they arise. Implementation is ultimately about changing peoples' behaviour.

Project / work management (rational). This is the "mechanical / bread and butter " aspect of the change process and involves general project management aspects, developing appropriate management structures to manage the change, drawing up plans, identifying risks, assigning and deploying resources and timeframes to / deliverables for the respective tasks, setting up mechanisms for reporting accomplishments and taking corrective action as appropriate. In the context of systems change, identifiable intermediate goals within a 3 to 6 month timeframe are a useful mechanism – so long as these intermediate goals fit into the overall timeframe and framework in an appropriate manner.

Next come the respective techniques (e.g. "lean" ideas such as standardization, checklists, 5S etc.) and finally individual tasks.

Key Message: Given the relationship between means and ends, successful implementation needs the integration of vision, principles, organisation & work structure, change methodology, intermediate targets, techniques and tasks, "back to basics", flexibility and leadership.