One of the ironies of implementing a change management methodology across the enterprise is--it requires change management! Even if you see the obvious benefits of applying structure on the people-side of projects, the fact is that you are introducing a new way of operating, and it brings with it all the challenges of implementing any other kind of enterprise-wide change: the need for Sponsorship, reinforcement, readiness, and a sound communication plan. It’s why we say you actually need to use “AIM on AIM.” 
So taking a structured approach makes sense, but how do you begin?
Without applying the AIM principles, you can anticipate a high-degree of resistance and the very real risk that the organization will simply revert back to project management as usual, letting go of the opportunity to make significant strides in speed and implementation success.
Begin at the Beginning with a Compelling Change Definition
Organizations are complex. Adding an enterprise-wide change like a new methodology just adds more complexity. To navigate that complexity requires planning, and at a minimum that planning should include project management activities and tasks, timing and responsibilities for:
- Defining the Change
- Generating Sponsorship
- Developing Target Readiness
- Building Communications
- Developing Reinforcement
As with any change, the place to start is to articulate the change in way that clearly describes how the future state will differ from the present state. A compelling change definition for AIM, might look like this:
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WHAT “Blending the human and the technical sides of implementation.”
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WHY “It’s a game of implementation. Only 15% of the job is figuring out what to do. Making it happen is where the action is.”
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CONSEQUENCES OF Ø CHANGING “Low yield execution -- you don’t get the change you expect”.
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IMPACT ON LEADERS “Must be the change you are trying to create.”
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Moving to the Real World
Moving from learning the language and principles of AIM to the realities of implementing the methodology from a practical project application perspective takes commitment, thorough planning, and involvement from key organizational people. Organizations must:
- Select the right individuals and build a skilled team of Change Agents
- Plan a comprehensive approach for using AIM
- Rigorously follow the AIM principles, scaled to the implementation
Selecting the proper group of Change Agents is critical. Individual Change Agents are responsible for helping leaders define the change, creating a network of Sponsorship, contracting with and coaching Sponsors, managing Target resistance, and building Target reinforcement.
It’s far better to introduce the methodology on a project by project basis, rather than by attempting to implement it generically as a new “cultural ethos.” As you inculcate the methodology, one project at a time, you demonstrate value, and lower resistance.
Rigorously Apply AIM
But unfortunately, planning alone offers no guarantee of success.
Quite often, in the process of applying AIM, a good deal of re-direction is needed: continually re-evaluating Sponsorship and re-contracting; reading resistance and altering tactics; getting feedback from Targets on reinforcement and communications; evaluating Change Agents’ capabilities and making hard choices.
Getting an organization past the barrier of installation and to full implementation takes dedicated resources, a planned approach and a rigorous method.
