Between Healthcare and Business Transformation, the amount of money currently being spent on organizational change is staggering. Unfortunately, as the amount of money being spent on transformation continues to rise so do the number of unsuccessful implementations. Recent studies confirm only 25-30% of all business changes achieve full benefit realization. Yes, you read that correctly.
Have you recently undergone a major, organizational change? Maybe it was a new technology, a new innovation or a continuous improvement initiative, or perhaps it was a shared services implementation. No matter the type of change, chances are a lot of time and money were put into the project. But, after the “go-live” date has passed, I challenge you to look around your organization. Are employees actually using the new processes? Or are they busy creating work arounds? I’m guessing more of the latter, yes?
There is an ongoing debate in the world of Change Management on the merits of being “certified.” Some will argue there is no certification in the world that can adequately prepare you for the daily ins and outs of the job. The other side of the argument will point out you cannot possibly understand change management without a foundation in its principles.
Like so many of you who read our blog on a weekly basis, IMA is facing a major change. As you may already know our Vice President of Client Solutions, Paula Alsher, retired at the end of 2018. A bittersweet time for us as we are thrilled to hear Paula is already enjoying a peaceful and relaxing retirement, but a challenging transition for our small company as she did so much for us on a day-to-day basis.
“Let’s start at the very beginning. A very good place to start.” While the well-known song lyric is about teaching a group of children to sing, the sage advice also applies to implementing strategic business or clinical initiatives.
On a recent new technology implementation for a major, global corporation our consultants quickly realized the new system was actually one of 60 initiatives that were being launched over an 18-month period. Each individual project had its own project team and although there were interdependencies between the initiatives, the project teams were completely unaware of what the others were doing.
Don Harrison, the developer of the AIM Change Management Methodology, has spent his 40+ year career working with global organizations on how to implement complex change. He specializes in delivering tough messages to senior executives on their role as Sponsors. Not an easy task!
The rate of change in today’s business world is certainly at an all-time high. Everyone we know is racing around at a crazy, fast pace trying to implement multiple initiatives all of which are chasing the same limited resources. This nonstop, whirlwind of activity often makes an organization seem like it’s functioning like a well-oiled machine. (After all if everyone is busy, change management must be happening, right?) But, have you ever stopped to ask yourself what exactly everyone is doing? Are they just spinning their wheels with activity or are they making an actual impact with their actions?
There are a lot of choices when it comes to change management models. On the surface, many of them look pretty similar. For example, most change management methodologies are founded on behavioral science research concepts in areas like human motivation. They include tools and templates for project teams to use in implementation. Some of these frameworks are home-grown, combining a “mish mosh” of several well-known frameworks; a little AIM here, some ADKAR model there and a dash of Kotter over here.
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Recently we’ve talked a lot about the importance of shifting from traditional to Next Generation Change Management. NextGen Change Management is about achieving business outcomes, and utilizing your limited resources to get maximum benefit in the shortest amount of time. It’s a shift from change management “activity” to change management “impact.”