The starting point for every change management project should be a clear, compelling definition of the change. This is true whether the business change is a minor procedural change, or a transformational change affecting the entire organization. It sounds so basic... but this essential, first step is all too often forgotten in the hustle and bustle of a real world organizational change.
One of the most shocking pieces of advice we give to our Change Management Consulting clients is to STOP talking about Change Management. Wait. Back up. Did we just say, don’t talk about the one thing that can help organizational change projects be implemented more successfully? Yes we did. And here’s why.
What’s a Change Implementation Plan? Well, would you start out on a road trip without looking at a map or setting your GPS? Would you begin renovations on your home without a clear, thought out blue print? We think not. That’s why we find it rather puzzling when organizations today will initiate any type of change, whether it’s transformational or a simple procedural change without a Change Implementation Plan.
When we talk to prospective clients about the AIM change management methodology, we always talk about the fact that it is a "system." Why is this important, and what are the advantages of having a system versus other change management models that are not?
While many organizations have change management methodologies that have some tools that are individually useful, there is still something missing! That "something" is a unified, disciplined, repeatable change process that is applied to every change project-- albeit in a "fit for purpose" manner. This is why many home-grown change management frameworks don't match up-- they are a hodge-podge of tools thrown together, along with steps and methodology taken from a variety of sources. A little Kotter; a little Prosci; a little Bridges; a little AIM. It's not an integrated system. It's change jambalaya!
Change management professionals understand the value of change management and a change management methodology. They know that when you pay attention to the human side of the change, projects can be much more successful. But that isn't always the case for other leaders and colleagues. In fact, one of the most common frustrations is that others "don't get it." As a result, the change management professionals naturally become frustrated.
One of the challenges for Change Agents and organizations is to sort through all the various "change management methodologies" and identify what fits best for your needs. We have talked about a comparison of the Accelerating Implementation Methodology (AIM) to the ADKAR model from Prosci. How does AIM compare to the 8 step Kotter model?
One of the most common questions for clients who are looking for a change management methodology is "How does AIM (the Accelerating Implementation Methodology) compare to the Prosci methodology and the ADKAR model?" Let's first acknowledge that the Prosci methodology is a sound change management methodology. You might be surprised to hear us say that-- but it's true. So the question is, what change management framework is right for your organization? What are some of the important considerations for you to think about?
Can a change management methodology be the single solution to creating a change-adept organization? You might be surprised to learn that we would say no!
Organizations that are looking to survive and even thrive in a volatile economic environment recognize that being “change-adept” is more critical than ever. We all know that there is virtually an epidemic of change in organizations today. At the same time, there is not enough attention being paid to how to actually implement all those changes. Practically speaking, we need to clarify how to get from “here to there.” And it requires multiple capabilities, "including but not limited to" a change management methodology!
If you are applying the AIM (Accelerating Implementation Methodology) change management methodology to your transformation or other changes, you can measure what level of readiness you actually have. While resistance to change is natural and inevitable, a thorough analysis of the specific reasons why and how individuals will resist the change project is critical to increasing the probability of implementation success.
