Step inside the methodology that simplifies change and drives results.

Change leadership is the ability of those who direct, plan, and guide the organization through changes in order to accomplish business goals. This best practice area aids clarity of thinking in this respect and define measurable targets for the change project or programme. The visible change leadership processes help executives to effectively lead change at various levels of the organization. They help leaders to understand their roles and responsibilities and serve as role models for the desired behaviors in the workforce. Successful change leaders create a shared vision for change, gain commitment to the change goals and lead their people through transformational change.

Ensure the right message is delivered by the right people at the right time and using the most appropriate method. Communication, as a central part of change management, has almost become something of a cliche. Strip it all down to the bones, though, and we see identifying, communicating and ‘managing’ the commitment of key project stakeholders is a critical component to the success of any project. The processes here aim to ensure the right message is delivered by the right people at the right time and using the most appropriate method. Smart stakeholder engagement and communication makes clear what is happening, what is expected, how to get involved and can removes otherwise many unavoidable obstacles to change.

Successful change typically involves changing the way people work, allowing for individual employees to adopt and 'own' the new process, technology and ways of working required to bring about the organizational change. Training and knowledge management ensures that all workforces impacted by the change have the requisite knowledge, skills and abilities required to deliver the change. Significant change may require training to support the behavioral or product elements of the change. In addition, for the program to deliver upon its objectives, it is essential that a consistent performance management process is in place that provides easily understood standards of performance and behavior to be achieved by the employees affected by the change.

All change initiatives have some implications for the architecture and culture of an organization. Almost all change initiatives have some implication for the architecture of an organization, whether limited to reworking role descriptions following a process change or rolling out a whole new operating model to support the merger of two organizations. This best practice area defines the implications of the change program for the organization structure, and aligns the organization to the future business processes. It is used as a framework in which specific roles, jobs and teams will be defined. It serves as a basis to define the transition approach to the new organization structure. Culture is simply the expression of the values of an organization, ‘the way we do things around here’, and as such can be the great, intangible ‘something’ that tips the balance of project into success or failure.

Successful change programs focus - early and consistently - on metrics that matter. Successful change programs – the ones that deliver tangible value – tend to focus, early and consistently, on metrics that matter. The meaningful change measurement best practice area measures and track change progress to ensure the value described in the business case for change is being realized. Value delivery is focused on post implementation of the cost reduction and capability improvement initiatives and ensure that business processes or procedures are being followed in the most effective and efficient manner to deliver the targeted benefits.