Each time organisation undergoes real time strategic change,
situation is unique. Key players, issues and opportunities are different with
each situation and hence the technology used for real time strategic change can
be different each time even for same organisation.
To understand the Real time strategic change what are phases
that involved in the process need to be understood:
Phase 1 –
Clear Contracting:
This phase is very important. This phase helps develop solid
relationship and mutual understanding between the leader and change consultant.
Three important things leaders of organisation and change consultants consider
based on following principals.
1.
This relation is partnership and a based on fifty-fifty
collaborative working agreement
2.
Honesty and openness including sharing
assumptions you have of each other, your needs, roles you need to play and the
work to be done
3.
Doing work that will have impact on the
organization, its members, customers, and other stakeholders.
The core work in this phase is done by defining the scope
and boundaries of the process and of the organization affected. What is
addressed and who is involved is decided, what success will look like is also
discussed. The particular roles the leader and consultants are also discussed
and decided through lengths.
How to measure success of this phase?
Change moves forward with the leader involved, informed, and
committed as key issues arise, are decided, and the process unfolds.
Phase 2 –
Building Alignment, Ownership, and Commitment
The purpose of this second phase of work is to give all the
necessary information and get buy from the top leaders in an organization so
they can make informed decisions about the real time strategic change process,
they will have knowledge of their respective roles in it, and how they will
need to work together in order to ensure success.
How the success will look like for this phase?
Instead of being protectionist and saving their own turfs,
leadership teams will act as one team instead of groups and coalitions. Top
leadership team will be observed more congruent, launching and being part of cross-functional
teams by the organisation. Over time leadership team will become aware of
system wide issues and engage in dialogues of removing those issues. And most
importantly leaders will be ready to step up for almost everything to make the
Real time strategic change a success.
Phase 3 –
Developing an Organizational Strategy for the Change Effort:
The purpose of this phase is to ensure that an appropriate
organizational strategy is developed and leadership team is capable of
providing the direction needed to focus the organization's energy on doing
things right way at right time.
Sometimes it’s desirable that not all the members of the
organisation are involved in making large scale change outcomes, but sometimes
to involve everybody to revisit or even develop a strategy of large change
efforts may have its own benefit.
These Strategies can be developed with six steps:
1.
Identifying and clarifying the basic, important
issues
2.
Agreeing on an overall purpose for the change
effort
3.
Deciding which people need to be involved in the
change effort and how
4.
Determining how much influence these people need
to have
5.
Clarifying to people that they are responsible
for the success
6.
Exploring the methods, processes, and approaches
that will best support people
Phase 4 –
Designing the Real Time Strategic Change Event:
The purpose of this phase is to design an event that is
responsive to the issues, considering challenges and opportunities. It is schema
of where organisation is and where it needs to be in the future. Two major
tasks define the process:
1.
Revisiting and, if needed, refining the overall
plan for your organization's change process developed in the previous phase.
2.
Designing the cornerstone of that process.
How success will look like for this phase?
A clear plan of action both at the macro and micro levels
that will serve as organisation's guide for the event and the rest of the
process
Phase 5 –
Meeting Planning for the Real Time Strategic Change Event:
The purpose of this phase is to establish a collaborative
relationship in between the people in charge of managing the event's logistics
requirements to successfully plan, stage, and execute. Consultants need to
partner with teams logistic head to ensure innumerable actions that need to be
taken by logistics teams to ensure the smooth and effective delivery of the
actual event. Team building is an important aspect of this phase.
Phase 6 –
Planning Follow-up Initiatives
The purpose of this phase is to create follow-up initiatives
that will support people across an entire organisation. This will build the
momentum required in the event and support the cause of real time strategic
change. Basically these are parallel initiatives which are running along with
real time strategic event. These follow-up initiatives offer great value and give
an edge to organisation in making change and optimizing results. Once the scope
of the overall initiative is known, there are many areas in which follow-up
planning can begin and these initiative run parallel to main event of real time
strategic change. Continuing these throughout the change process is very
important. These initiatives help in creating an organisation in which people
are fully involved, feel valued, and know that the contribution they have made
is part of a larger whole.
Phase 7 –
Staging Day
The purpose in this phase is to ensure that the leadership,
logistics and consulting teams also the staff from the facility where your
event is being held, they are prepared to respectively lead, support, and
facilitate a successful event. Staging day is final check point before the real
time strategic change event begins and hundreds of people begin finding their
tables on the event day. This is great time for leaders to get feedback which
they have planned on event day. Consulting, logistics and facility teams play a
vital role and they can review step by step design of the event. These teams
will know how much prepared they are and also roles and responsibilities of the
each member become clearer. This is a practice day before event.
Phase 8 –
Holding the event:
Purpose of this phase is to maximize the positive impact of
the event. There are tremendous opportunities as large number of people come
together and agree to implement the system wide change.
There are handfuls of outcomes which are expected to achieve
from this phase –
1.
Increased organisation wide awareness and
commitment to new plan
2.
More people taking ownership and feeling accountable
for success.
3.
Individuals leaving event having clear
understanding and being committed to how they can contribute to the success of
the organisation.
Phase 9 –
Implementation of Change Initiatives
Purpose of this phase is to ensure the individual and organisational
strategy which was spawned in real time strategic change event is being
supported over longer period. This is form of follow-up where it’s been checked
if the change which larger group has decided on is being implemented. Action
plans of follow-up are developed, responsible people are selected and in this
phase.
What real time strategic change will achieve if followed
through these phases?
1.
The energy, motivation, and readiness for change
built during the event expands throughout the organization
2.
The leadership team visibly demonstrates its commitment
to the change effort
3.
Changes are well supported by the people
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