There’s little doubt that building a “high-trust” organization is desirable if you are in the throes of transformational change. It’s helpful to have respect between employees and leaders, and there may well be a correlation between trust and credibility and employee performance.
Creating a Cultural Fit is an important element of the AIM change management methodology. Your organization’s culture is arguably your greatest strategic asset. Your competition can potentially match your product or service. Competition can create a marketing strategy that’s equally powerful. But no competition will have your culture.
"So tell me what makes the AIM (Accelerating Implementation Methodology) change management methodology different from (fill in the blank)?" That's a question we get all the time.
One of the major differences is the importance that AIM places on reinforcement. Reinforcement is the control switch for getting sustained adoption for your change. Reinforcement is more important than just about any other element of a change management methodology, except possibily for sponsorship.
One of the benefits of the Accelerating Implementation Methodology (AIM) is that it operationalizes many of the theoretical prescriptions you will find in other change management methodologies.
What's the level of impact your change management methodology is having on the organization? How can you assess how deeply embedded the methodology is across the enterprise?
Over more than two decades of change management consulting, we have had the opportunity to observe what works well in implementation—and where the traps are that get in the way of project success. It’s a long-term field-research opportunity, and includes data from leading global organizations. Here’s what the research from our change management consulting tells us are 7 of the most common “bumps in the road” that cause projects to de-rail.
The second critical element of a best practice change management methodology is to build the capacity of your agents of change. While this may sound obvious, and simple, the fact is that many organizations don't take a systematic approach to building capacity. This is largely because there isn't a system-wide view of where the change agents are needed!
One of the key principles of organizational change management is that implementation takes place at the local level. This means that no matter how good your project team is, you still have to rely on a skilled cadre of change agents to actually implement your technology, process, restructuring--whatever your change is.
