10 Principles of Change Management
Abstracted from: Strategy + Business -- John Jones, DeAnne Aguirre, and Matthew Calderone
- Address the “human side” systematically. Any significant transformation creates “people issues.”
- Start at the top. Because change is inherently unsettling for people at all levels of an organization… all eyes will turn to the CEO and the leadership team for strength, support, and direction.
- Involve every layer. As transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels.
- Make the formal case. Individuals are inherently rational and will question to what extent change is needed.
- Create ownership. Leaders of large change programs must overperform during the transformation and be the zealots who create a critical mass among the work force in favor of change. This requires from them more than mere buy-in.
- Communicate the message. Too often, change leaders make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do.
- Assess the cultural landscape. Successful change programs pick up speed and intensity as they cascade down, making it critically important that leaders understand and account for culture and behaviors at each level.
- Address culture explicitly. Once the culture is understood, it should be addressed as thoroughly as any other area in a change program.
- Prepare for the unexpected. No change program goes completely according to plan.
- Speak to the individual. Change is both an institutional journey and a very personal one.
Labels: Culture, Leadership, Morale, Strategy, Trust