If You Think Change is Singular, You Are in Trouble!

We hear on a daily basis about problems in all industries and sectors where initiatives have faltered, stumbled, collapsed or spiraled out of control. Generally; the stories we hear about are only those where an initiative or project exhibited apparent extremes:

It cost far more than planned.

It took far longer than planned.

It delivered far less than planned.

It destroyed receptivity and willingness to accept change.

Etc.

Etc.

Various schools of thought suggest that 85% of all change initiatives or projects across the globe fail in some measure; virtually all go unreported.

So, what different way of managing change offers the promise of better, smarter, cheaper, faster change? Consider Strange Change Machine premise: Much waste can be prevented, real results achieved and significant benefits of saved time and cost avoidance realized when past change is interlocked with all current and future change - acquisition/merger integration, consolidating student loan process re-engineering, business separation, consolidation, process outsourcing, global applications, bricks-to-clicks conversion, etc, etc.

What is the Sum of Change...?

The Sum of Change spans the entire organization and even into external environments; it is the tangible results of all change initiatives or projects - new ways of doing business, new technology; new functionality to improve service, upgraded processes that drive down costs, etc. It also includes the many intangibles that are products and outcomes from change - opinions, decisions, experiences, discontent, satisfaction and much more.

Change Management Today...

Unfortunately, virtually all change is considered a single instance. An inherent, fundamental flaw that repeats every time a project proposal moves through the approval cycle; past Change is ignored.

It is rarely examined for opportunities to re-use, to learn from, to maximize return on investment or to manage risk of future change. As a project moves from inception through to implementation it is tweaked and reshaped by efforts to personalize it according to pressures of ego, politics, time, personal preferences, budgetary control, optics, not-in-my-backyard objection, vendor propositions or special interests from a variety of change agents and/or stakeholders.

These influences spawn an insular perspective, it is naturally easier to envision and manage a single instance or "project" unfortunately; many opportunities for the far greater good of the organization are ignored in pursuit of singular success.

We are all familiar with stories of covert actions, innuendo or rumors being used to great effect to influence what, how, who and preferred outcomes. Little if any thought is devoted to overarching organizational objectives when power, prestige or authority of individuals is at stake. No wonder reuse is off the agenda.

Many regard reuse of assets as an anathema since it threatens positions of power and ego; it forces sharing; it forces supportive, helpful collaboration; it forces commonality. Powerful forces quickly marshal and rail against reuse, concocting rationale, reasons and excuses why not! They expend significant time, money and valuable resources arguing against the merits of re-use.

It appears to be of no consequence that change can cost less, happen quicker, in a more cohesive and orderly fashion with higher return if reuse is on the table.

Change Management Tomorrow...

1. Organizations that are intrinsically aware of the state and context of all past, all present and all future change minimize waste, replication, duplication and conflict.

2. Organizations that rigorously insist on Lidsville and complete cohesion of all change constrain and even eliminate unworthy, unneeded and/or unsanctioned change.

3. Organizations that constantly assess the progress and outcomes of all change know - what worked, what did not, what can be reused, what should be cheaper car insurance quotes and what should be rethought; thereby improving the performance of each and every change while minimizing risk to the organization.

4. Organizations that balance multiple change pressures and priorities avoid the all too common issues of negative receptivity for change or change saturation.

It is possible to make all change as quick as possible, as robust as possible, as cost effective as possible, as value laden as possible and with the greatest assurance of success. Time well spent.

In closing, some topics guaranteed to generate endless debate!

1. The Sum of Change is the collective of all past change (assets and collateral) of the entire organization. Who owns, is accountable for or uses (in the organization sense) the products and outcomes of change is of no consequence for the purposes of using the Sum of Change to advantage.

2. The structure of an organization does not affect the value of the Sum of Change. All change that occurs across the organization; whether driven by corporate, divisional, department or group needs is the Sum of Change.

3. The Sum of Change improves how change happens; in many dimensions and with many benefits. It neither sanctions nor condones change in and of itself. Rationale, reasoning and approval of WHY is the purview of the organization - the Sum of Change ensures the rightness and relevance of HOW.

If you would like to learn more about the seminar themes I speak to, types of consulting engagements and research that underpins my thinking, feel free to browse my web presence at www.TLIRGroup.comhttp://www.TLIRGroup.com

John Bolden
RMA, Mil C, C/MBB-ISSSP. F-IICM, F-IPMS

Transformation Leadership, Innovation & Research
www.TLIRGroup.comhttp://www.TLIRGroup.com

John Bolden is renowned for value laden advice that stakeholders depend on when assessing the wisdom of investing billions. John's views and observations enable corporate leaders to ask the right questions, probe problematic answers and avoid surprises.