Your organization’s culture is arguably your greatest strategic asset. Your competitors can potentially match your product or service by creating a marketing strategy as equally as powerful as yours. But, no other organization has your culture. It’s what makes you successful in what you do. So, what happens when your culture and another organization’s culture are supposed to merge into one?
We’ve all experienced it. The quiet whispers in the break room; the angry outbursts in a team meeting; the under the breath mutterings in the hallways. Phrases like, “This is never going to work.” Or, “I’m not changing the way I’ve done my job for the last umpteen years.” Or one of our all-time favorites, “We tried this years ago, and it didn’t work.” Change Agents and Sponsors face these and many other forms of resistance on a daily basis.
One of the greatest challenges of implementing large-scale, complex change is that very often you will be confronted with multiple Sponsors. They all bring their own visions, political agendas, and "Frames of Reference" to the change. Some are stronger than others. How many of these scenarios sound familiar?
Getting full value for your investment in new technology requires much more than getting the new hardware and software launched. In every technology change, there are behavioral changes needed for you to get the full intended value for your investment.
How’s this for irony? You’ve finally convinced your senior executives about the benefits of applying structure to the people-side of projects. You’ve been approved to implement a new change management methodology across the organization. This is great news, and of course, you’ve selected the Accelerating Implementation
Methodology (AIM) as your change management process of choice. You’re so smart!
Imagine a world in which your organization’s most complex issues are solved by a continuous improvement effort and then the new processes are implemented seamlessly into the organization. Where Lean isn’t just a process improvement approach for a few, but a culture shift for the whole organization. An organization that just doesn’t do “Lean,” but where a Lean mindset permeates through the organization. Sounds perfect, right?
Everyone knows communication during change is important. But, when you’re talking about transformational change it becomes imperative. In fact, in our 30 ➕ years of working on transformation projects in multiple industries including 🏢 and 🏥, we have yet to come across a client who has ever over-communicated during transformational change. It’s also absolutely essential that your communication provide the psychological cues that this is radical change!
If your organization is like most, there is significant emphasis on implementing innovation across the enterprise. Developing market-leading products, business process improvements, new patient care models, ground-breaking strategies, new markets --- all offer substantial potential for increasing market share, efficiency, and competitive advantage. And let’s face it… competitive advantage is what everyone is seeking.
One of the most common questions we get from potential clients looking for a change management methodology is "How does AIM (the Accelerating Implementation Methodology) compare to other change management approaches?” On the surface, a lot of change management methodologies look similar. For example, most change management approaches are research-based and include tools, templates and checklists. But based on decades of work on global change management projects, and training thousands of people in our change management training programs, clients have told us that AIM stands out from the rest. Here’s why:
You may be overlooking one of your project’s most powerful weapons for getting people to change their behavior. It’s Reinforcement of desired new behaviors. In fact, we would go as far as to say that Reinforcement is the power lever for getting sustained adoption for your change.
