Business Change Implementation (15%) Flashcards
Business Readiness Assessment
An analysis of the readiness of an organisation to accept business changes, and identification of the actions required to ensure that the
organisation is ready.
POPIT Model & Business Readiness
Can help assess if a business are is prepared for a set of changes
Force field analysis
Consider internal and external forces that will support the proposed change and those who will oppose it (positive and negative forces)
The positive forces must outweigh the negative if a proposal is to succeed. If negative forces re too strong, the proposal is not feasible.
Kotter approach to change
- Create Urgency
- Form a powerful coalition
- Create a vision for change
- Communicate the vision
- Remove Obstacles
- Create Short term wins
- Build on the change
- Anchor the change
Direct Changeover (Implementation Approach)
The most disruptive approach to business change
The old processes and IT are removed and replaced by the new ones
Less expensive but high risk/reputational damage
Parallel Running (Implementation Approach)
The new processes and IT are introduced and run in parallel with the old
Less risk/allow for data comparisons but expensive and users may not let go of the old
Pilot (Implementation Approach)
A particular part of the business is chosen to test out the new processes and IT
before widespread implementation
Less risk/system can be tuned by operational use/less costly to sort out problems in contained environment but area may not represent whole organisation / may undermine confidence
Phased (Implementation Approach)
New processes and systems deployed in increments
Next increment only deployed after the previous one proven
Stages of Lewin Change Management Approach
Unfreeze
Change
Freeze
Unfreezing stage - Lewin approach
Before we change our old behaviour and adopt new ones, equilibrium needs to be disrupted.
Involves: creating awareness/sense of urgency
Aim of this stage: Prepping ourselves & others for change and understanding that the change is necessary
Change/Transition stage - Lewin approach
The change is implemented
Involves: communication / support
Freezing stage - Lewin approach
Establishing stability once the changes have been made
Involves: training/support to manage changes /identify barrier to sustaining chain / encourage feedback / highlight benefits realised
What needs to be considered during the implementation stage?
The human response to change. Failure to consider causes resistance and undermines the changes or even failure of the whole programme
SARAH Curve
Shock
- Initial reaction to change
- May be due to lack of awareness of the need for change i.e. thought organisation is doing well
Anger
- Understanding what the change means for them
- Why me? How could this happen?
Rejection
- Reject the the change
- ‘If I promise to work harder’
Acceptance
- May not be support but a sense that the change is happening so best accept it
Hope
- Start to see positive benefits of change
Conscious Competence Learning Model
Unconscious Competence (Tacit)
- You can do it without thinking about it
Conscious Competence
- You know you can do it
Conscious Incompetence
- You know what you don’t know/can’t do
Unconscious Incompetence (Tacit)
- You don’t know what you don’t know/can’t do
Post - Implementation Review
A benefits realisation report should be produced once the business changes have been implemented. This report provides a clear assessment of whether the predicted benefits have been realised or not.
PIR is a formal review of the project or programme & is typically done when there has been time to demonstrate the learning of business benefits
It investigates:
- The project objectives were met
- Determine how effectively the project was run
- learn lessons for the future
- Identify opportunities for further improvement
Post - Implementation Review
A post implementation review takes place shortly after the business changes have been delivered
and considers the following questions:
Do the business changes satisfy the business need?
How was the change project conducted and who was involved?
Are there any lessons to be learnt?
Why is Post - Implementation Review Useful?
- identify any additional actions that could be taken to realise any predicted
benefits that have not yet been achieved. E.g. training - To reassure the decision-makers that the time/effort/cost has been justified.
- To provide input to future business cases and future projects, in order to improve
success rates. - To enable the organisation, over time, to improve the capability for choosing which
projects to undertake.
