Organisational Change Management Challenges - Plan Phase
Lots of statistics show organisational change and transformations failing to deliver their intended benefits. You can argue about the true percentage of success, but the fact is that many organisations do not achieve full benefits realisation, and in many cases, they fail to attain a return on investment (ROI). Equally unacceptable to shareholders is that the vision is not realised, meaning the organisation’s strategy has not been executed. Even when the organisation and its leadership team agree the changes are necessary for the future of the organisation, they still face challenges.
Change Implementation Challenges – Plan Phase:
1. Too Many Change Initiatives: Not enough capacity to deliver ongoing and new change programmes.
“Unless the change programme is continually aligned to the organisation’s strategy and capacity it will not deliver speedy benefits or value to the organisation”
2. Inactive or Invisible Sponsorship: Lack of visible support usually leads to change failure.
“Without effective and proactive sponsorship, the change programme will eventually fail, the change will not be adopted by the employees or sustained, and it will not deliver the intended benefits”
3. Poor Previous Change History: This increases the likelihood of repeating past mistakes.
“To achieve future organisational change management success, analyse previous change history, mitigate previous weakness and enhance future success”
4. No Detailed Project Change Plan: Implementing change with only a communication plan and not aligning it to the master project plan.
“A change plan is much more than a communication plan”
The four steps above are part of the a2B Change Management Framework® (a2BCMF®).
Change Management Handbook: The Leadership of Change Volume 3Change Management Handbook: The Leadership of Change Volume 3
Blog Source:
https://www.peterfgallagher.com/post/...
Change Implementation Challenges – Plan Phase:
1. Too Many Change Initiatives: Not enough capacity to deliver ongoing and new change programmes.
“Unless the change programme is continually aligned to the organisation’s strategy and capacity it will not deliver speedy benefits or value to the organisation”
2. Inactive or Invisible Sponsorship: Lack of visible support usually leads to change failure.
“Without effective and proactive sponsorship, the change programme will eventually fail, the change will not be adopted by the employees or sustained, and it will not deliver the intended benefits”
3. Poor Previous Change History: This increases the likelihood of repeating past mistakes.
“To achieve future organisational change management success, analyse previous change history, mitigate previous weakness and enhance future success”
4. No Detailed Project Change Plan: Implementing change with only a communication plan and not aligning it to the master project plan.
“A change plan is much more than a communication plan”
The four steps above are part of the a2B Change Management Framework® (a2BCMF®).
Change Management Handbook: The Leadership of Change Volume 3Change Management Handbook: The Leadership of Change Volume 3
Blog Source:
https://www.peterfgallagher.com/post/...
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