SUPPORTIVE ORGANIZATON & CULTURE
All change initiatives have implications for the architecture and culture of an organization.
Supportive Organization & Culture
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.
Key Change Question:
How should we arrange ourselves – our structure, processes and systems – to support the changed way of working? And what are the values, attitudes and behaviors we want to collectively embody?
BUSINESS PROCESS ALIGNMENT
- Align changed business processes to business roles and – where there is a system element – end users
BENEFIT IF USED
- Ensure process, people and organization elements of the change are all ‘joined up’
RISK IF IGNORED
- High risk of organizational disconnects and duplication after go-live
- Negative impact on productivity and / or service levels, benefits of change program not fully realized
TOOLS
- N/A
PREPARE ORGANIZATION DESIGN
- Reconfigure organization structure in order to enable operational change
- Address formal and informal structures, internal processes and systems, relationships, people and knowledge
BENEFIT IF USED
- Ensure new organization structure supports overall strategic objectives of change program
- Provide effective framework for roles, jobs and teams to function
RISK IF IGNORED
- Organization structure not aligned with future state processes
- Inefficient allocation of work activity
IMPLEMENT ORGANIZATION DESIGN
- Describe activities required to transition from current to future job, team and organization structures
BENEFIT IF USED
- Facilitate smooth transitions of impacted stakeholders into new roles, jobs, and teams
RISK IF IGNORED
- Major disruption to business as usual, change program benefits at risk
TEMPLATES
TOOLS
- N/A
CULTURE CHANGE ANALYSIS
Define core values, cultural characteristics and individual behaviors required to deliver the change strategy
- Key input into behavior change and change leadership development programs
BENEFIT IF USED
- Engage employees in determining what the future culture of the organization should look like, increaase buy-in
- Address critical success factor needed to bring change to life and deliver business benefits
RISK IF IGNORED
- Existing cultural norms undermine adoption of change, uphill task to realize business benefits of change program
- Leaves legacy of ‘change doesn’t work here’, reduces change agility
TEMPLATES
BEHAVIOR CHANGE PLAN
Define specific behavioral changes to support the desired culture and overall business objectives of the program
- Develop behavior change scales, plan and implement behavior change interventions
BENEFIT IF USED
- Clarify level of behavior change required to deliver business benefits – and how best to use limited resources to achieve this
- Track where behavior is and isn’t working and adjust plans where necessary
RISK IF IGNORED
- Change effort does not move from acceptance and commitment to behavior change
- Overall change program success at risk
