Page 354 - Managing Change in Organizations

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Appendix: The change capability framework
Implementation will require us obtain knowledge we do not currently possess
Change requires simultaneous implementation of multiple initiatives
Our people believe that these changes are ambitious
Key stakeholders view these changes as a challenging agenda
We are shifting resources to new priorities
These changes offer distinctive value to the organization
These changes offer distinctive operational efficiency gains to the organization
Change architecture
To be comprehensive you would expect to see in place:

The top team is fully engaged
A steering process is in place
The steering process is led from within the top team
There is a process in place to coordinate ‘work streams’
Work streams have been organized (defined, tasked, constituted and resourced)
An appropriate infrastructure is being provided (information and IT, training,
advice and support)
An HR transition policy is in place
There is support for implementation in operational and other departments
Effective and two-way communication is in place

Ensuring appropriate structure
The organization has effective performance management systems and processes
in place
Variations in performance are identified and measured in order to drive per-
formance improvement
Management constantly seeks improved performance

There are well-defined project management arrangements in place for each
change initiative
Management views each change initiative as part of a portfolio of change initiatives
There is clarity of accountability for benefits realization
Risks are identified and assessed
Risk mitigation is in place

Resonance
Changes are seen as meeting real problems
Changes meet customer needs
Change initiatives are mutually reinforcing
There are no obvious gaps in terms of platforms for change, preparation to
achieve change or lack of alignment between change plans

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