Change Management Fail Safe Mechanisms

Change Management Fail Safe Mechanisms

48 Checks and Balances: Structures to Influence Behavior

Instructions: Review this list and make sure you’ve implemented all those that you need to. Note: *Denotes the “must do’s” that are most essential to success. Actually, the more of these you set up, the higher your probability of successful implementation.

Do we have these? Do we need it/or improve it?

Yes or No ?

NII (Need It/Improve It)

 

*1. Plan-to-Plan/Executive Briefing and “Engineer Success” (First)–Clarify our three goals of a Strategic Management System
*2. Parallel Involvement Process throughout the planning and implementation process (key stakeholder involvement)
– buy in; stay in
– build critical mass for change, especially middle management
*3. Three-Part Strategic Management System and Systems Thinking–a new way to run your business; the basics; an ongoing process
*4. Vision–mission–core values statements in usable formats; “customer-focused”
5. Cultural/values audit and the creation of a culture change action plan–strategic change project
*6. Core values and core strategies placed on your performance appraisal form
*7. Board of Directors involvement/ownership of the strategic plan
8. Desire to use Key Success Measures for accountability; executive leadership and regular status/communications to all stakeholders
9. A crisp and clear single driving force/positioning and associated rallying cry that is the essence of your vision
10. It is the CEO’s personal task to institutionalize this positioning/values (“monomaniac”)
*11. Key Success Measures (KSM) coordinator/cadre and reporting system
*12. Key Success Measures (KSM) Continuous Improvement Matrix fully filled out with targets and measurements
13. Benchmarking vs. highly successful organizations (best practices research)
14. Establishment of an Environmental Scanning System (ESS) with specific accountability and feedback mechanisms
15. SWOT–staff involvement in its development as a reality check
*16. Paradigm changes to strategies (listed from ‹ to) and a focused number of strategies
*17. Strategic Sponsorship Teams (SST) set up for each core strategy with their own team development established.
*18. Annual department planning format using strategies as organizing framework (the “Glue”)
19. Use of SBU Proforma Matrix to develop clear financial accountability for business units
*20. Three-year business planning for all SBUs to ensure clear competitive strategies
21. Three-year business planning for Major Support Units (Functional Departments) also (by strategies)–WIIFM (especially a strategic HRM Plan for people management)
22. SBU definition to lead organization design philosophy and efforts, focused on the businesses we are in . . . the customers we serve . . . and the employees we empower to do their best
23. Development of a Priority Maintenance System to handle interruptions/new ideas and lack of focus on strategies, business, and product development
*24. Large group annual/department planning review meeting (critique/sharing)
25. Strategic Change Project Teams on big, cross-functional strategies/priorities
*26. Personal Leadership Plans (PLP)/commitments developed by the CEO and top three executives of the organization; “monomaniacs with a personal mission”
27. War Room with all the changes and time-tables on the wall
28. Contingency planning; what if scenarios on key probable events
*29. Annual planning and priority setting first to drive the budgeting process (top three actions per each core strategy); looking at alternative ways to gain funds
*30. One day offsite: Plan-to-Implement/Executive Briefing on The Smart Start to Change Management
*31. Leading Strategic Change: Enterprise-Wide Workshop; Taught to all management personnel; indepth understanding of change management
*32. Install needed key structures for change management, including Strategic Change Leadership Team to guide:
– Strategic Planning implementation
– all change of any nature
The goal is System’s Alignment and Integrity
*33. Yearly Comprehensive Map on the next 12 months’ processes/structures of change management
*34. Internal and external coordinator/facilitator and cadre for the change process –to support senior management
35. Create a Critical Mass Action Plan to support the vision, with ongoing communications planned throughout–use the Rollercoaster of Changesm
*36. A rollout/communications strategy plan with reinforcement materials (PR/HR led)
37. Organization as a system framework; Enterprise-Wide Assesment and diagnosis and a way to ensure System’s Alignment, Attunement and Integrity to the Strategic Plan
*38. Individual goal setting by all exempt employees tied to the Strategic Plan . . . then a true Performance Management System used and modeled by top management as a way to manage individual performance
39. Conduct HR Strategic Planning (The People Edge)
*40. A rewards diagnosis and improvement plan to ensure your rewards/recognition support the strategic direction (both financial and nonfinancial)
*41. Set up an Executive/Employee Development Board (EDB) to manage promotions, executive hiring and succession plan, as well as development and training . . . all to support the vision, Strategic Plan, and core values/culture
*42. Creating customer value through Business Process Re-engineering (BPR) action plan–Strategic Change Project linked to the customer
*43. Professional Management and Leadership Practices (Strategic Leadership Development System/Centering Your Leadership) action plan–Strategic Change Project
44. Monthly/quarterly follow-up meetings to the Change Leadership Team by all departments for all employees; focus on vision, key strategies and rewards/celebrations
*45. Strategic Business and job redesign and restructuring action plan to be more customer-focused – Strategic Change Project (Vital Few)
*46. Creating customer value thru total quality/service action plan – Strategic Change Project (Vital Few)
*47. Annual Strategic Review (and Update) (like an independent financial audit and update of the Strategic Plan/next year’s Annual Plan and priorities
48. A Program Management Office (PMO) to manage all this on a Day-Day basis
*Note: Many, many crucial fail safe mechanisms!