The eternal cycle of change why not manage some change projects, many others but? What are indispensible ingredients of a successful change project? From his experience with change projects, the author the following lists some building blocks for change projects that should be missing in any change project: understanding the objective is first to clarify what the exact target of the change should look like. For this, measures are to be defined, the gaps of the current to the objectives are to uncover and to formulate appropriate measures to close this. Change team a sponsor of change in has to call in a row: the Steering Committee, the change manager, change core team, as well as a possible network of change agents. All appointed roles are to teach in their respective roles. Communication control a nominated Communications Manager has to formulate the main messages of change and the sought-after target groups (with their motifs) identify. Then, a list of communication activity is to develop (including timing and media). Responsibilities are up for grabs and the communication plan is to translate into action. Change plan are in analogy to the classical project management here with milestones to determine work packages, to identify Quickwins and resource requirements, and to develop a business case for the change project.
This must be accepted by the Steering Committee, before the project can be productive. Matching of skills and the desire here is to determine on which persons the aspired changes expected to be affect. This is identified, it is to evaluate this is as qualified to be able to competently implement or cope with the changes. There are gaps in the skills, these are to close with appropriate (skill management). Introduce change this is the heart of the change. Here the operative doing happens”by implementing the plan and monitor progress as well as other possible solutions are tested. It is important to keep the staff involved at the bar”to celebrate successes and to make public.
Changes stabilize the recent changes are always the target originally formulated to match and to amend if necessary. Staff are to assist in their adaptation to the changes continuously. Prepare for future changes to advanced here change project appropriate experiences are off (lessons learned) to identify and exemplary as an input for future change projects: stored in a transparent corporate database to keep in stock. A change projects may not half-heartedly tackled, it is rather detailed plan to target is same and the actual implementation to the follow-up in the entire change lifecycle to implement. The author, Matthias von Mitzlaff, is coach, project and change management. Currently he is in the area of supply chain management IBM GBS active.
