Perform a successful change – Four key points to control

Why do companies develop great strategies, plans, and change projects, but they fail to implement them correctly? During the career, I have acknowledged that there must be a lot of things to be able to run programs through successful implementation. If none of them exists, the implementation is likely to be the founder, only partially effective or short. In order for plans, plans and changes to the projects to be satisfactory, the foundation must be available in four basic areas.

– People

– Methods and Systems

– Management Commitments

– Support Services.

Taking each of this again:

1. People The project must be highly skilled leaders. If the project is a staff of people who are "between work" or a loose cap, the change will look at the club as a bypass or "taste of the month" and the team members may lack some incentives to really get things right. Key employees who want to implement policies, plans or changes must understand and emphasize the goals and have the appropriate skills and abilities to implement them. Hoping that people will be some experts in the field where they have never worked or forgive completely new methods of working overnight is unrealistic. Top and middle managers must understand the matter for change and emphasize the plans. When a change is running, it is too late for senior executives to express doubts about the wisdom of the action. Open and disagree with discussions, and dealing with concerns, must take place before the implementation stage. Challenges of pensioners and inspectors in implementation can have a causal effect on moral and obligations. Key employees must have goals related to the implementation of changes in their goals. If the individual's goals for the coming year do not mention what is expected to promote policy / plan or change, why should it be surprising that they do not spend much time on it or do not think it is important? Employees should reward significantly on the basis of change. Variable salary (bonus, wage increases, stock options, etc.). To a certain extent, certain of the contribution of people to implement the changes.

2. Methods and systems New methods or organizational units need to have systems such as information technology and processes such as accounting that are consistent with them. The old term "What did laid done done" has a great deal of truth in it. Similar technologies, including information technology, must be able to support changes in implementation. Coordinated, integrated, viable, proper equipment needs to be developed and shared. The enforcement of the monitoring and reporting system will be implemented. Appropriate management should evaluate systematic progress until the changes are "trade as usual". The delay for all eyes to continue on the "next big thing" must be challenged until the project is fully achieved. Sufficient (fit for purpose) management information must be available to key employees. It must be sufficiently correct, not necessarily 100%, and sufficiently timely.

3. Managers Commitments Other executives will continue to be interested in the execution of the projects until they are completed and demonstrate interest. It may be tempting for managers to draw their attention to the next task or "taste of the month" before the previous actions are completed. This can be demoralizing for the implementation of teams and sending signals to support actions whose implementation is no longer important. This does not mean that senior executives need to devote considerable effort to the implementation. It may be enough to keep regular results and to get results of reviews sent to appropriate employees.

4. Enable environment Support / service activities (HR, finance, information technology, etc.). Must be in the right direction and intended to support departments that lead to change. If the requirements for the change or the project are simply uploaded to the function of a functional department, it must be divorced to individuals within the departments to determine the priorities. This may or may not be the right priority for the overall health of the company.


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