The Phases of Change
When I think about the phases involved with change projects I tend to think about cycling – in particular an uphill section. First of all, do you really need to go through all that effort to reach the apex or is there an easier route around the incline that could be taken instead?
If you decide to commit to tackling the climb, are you prepared? Do you have enough stamina and energy to reach the top? During the ascent you most likely keep your end goal in mind but make adjustments here and there such as switching gears, standing up in your seat and speeding up or slowing the rate of your pedaling as required. Once you reach the top there’s the inevitable feeling of accomplishment. You may take time to enjoy the view and look forward to the easy downhill portion that will soon follow; however, your feet remain on the pedals to maintain the necessary momentum in order to keep moving forward and be prepared to meet whatever other obstacles lay ahead.
Change projects are like those dreaded hills that cyclists inevitably face. From our perspective, we tend to think of the change project phases as follows:
Business need
Companies often find themselves faced with factors that don’t always require a change in their overall strategic focus, but do require a shift in the usual modus operandi of how they do things. Generally there is no change to the overall aims of maintaining market share, reaching revenue targets and containing risks and costs. Thinking about it in cycling terms, take the Tour de France. Every rider aspires to rank as high as they can and be the overall winner. As they’re competing however, they may realize that the approach they’re taking during the individual stages needs to be changed and fine tuned if they’re to achieve the ultimate end goal.
Concept and Design
An idea is just like a seedling. It is something that needs time to germinate and develop. Rarely do new approaches come with a clear design blue print on how to make them work and see them through to fruition. Because it’s easier, the common inclination is to adapt pre-existing designs and architecture – but sometimes in order to make a significant break through, an entirely new, yet to be written approach must be taken. Much like taking on a hill when cycling, it will be hard work, but the view from the top and the inevitable downhill segment to follow are well worth it.
Implementation
Implementation is quite controlled and scientific in nature. It’s important to note that between the concept and design phase and implementation there are other activities that need to take place. These activities include design (and refine), build, testing against requirements, training, as well as overall assessment. A framework such as D.R.I.V.E.S can help direct these various undertakings.
Post-Implementation
Quite simply said – build, review, correct. This aspect also ties in with the key concepts behind the Six Sigma Methodology. It’s not enough to just rest on your laurels after achieving a successful implementation. The effects need to be monitored so continuous improvement and fine-tuning can occur. Keep your feet firmly on the pedals and your eyes on the road beneath and ahead of you.
RSVP for Change: Always stay focused on where you are going. Like a cyclist, if you don’t have a destination in mind, you may never get there. In some cases it may not be about making major changes but rather staying the course and continuing to focus on the end point.
Management Insight: Most change management initiatives contain high to low level priority aspects. These correspond to the activity, knowledge, technology or frankly the intensity required. Make sure that sufficient resources are available (people, capital, equipment) to ensure project success.
Linda Craig (@LindaCraigRSVP)
More Supply Chain insights at www.Retention.ca
