How do you manage change from planning to evaluation?

It’s critical to have a change plan for the change plan. In other words, make sure that the change management team has their own separate benchmarks for success that don’t necessarily mirror the org business benchmarks for the transformation. Kotter’s change model is an excellent place to start: 1- Create Urgency. The first step is to create a sense of urgency about the need for change. ... 2- Put A Team Together. ... 3- Develop Vision and Strategies. ... 4- Communicate the Change Vision. ... 5- Remove Obstacles. ... 6- Set Short-Term Goals. ... 7- Keep the Momentum. ... 8- Make The Change Stick. Good luck!

We all know change is hard; obviously our talented people are the vehicle to the end result. Change requires high-performance. Talented people, by design, require foundational understanding to perform at their peak. In my experience, the best outcomes from a change initiative included very concise definitions with a highly compelling, well developed “WHY”. Of course, buy-in of “WHY” is a stand-alone item for focused, ongoing communications. But if the definition itself is a visible line pointing to “Why”, daily buy-in is organic, and a piece of foundational knowledge contributing to peak performance by talented people.

Planning is crucial, but don't overcomplicate it. Keep your action plan lean and agile. Focus on clear roles and swift communication. Use tech to track progress. Adapt quickly to feedback. This approach keeps momentum high and execution sharp.

One thing I have found helpful is to have a “Roles & Responsibility” meeting with all key stakeholders. At this meeting the change management team presents the detailed change vision, expectations, tasks, responsibilities, timelines.., to the project team.

Managing change from planning to evaluation is like being a master craftsman executing a meticulously designed blueprint. Just as a skilled artisan brings a vision to life through careful execution, leaders should implement change with precision and attention to detail. Begin by ensuring that every aspect of the plan is thoroughly understood, much like a craftsman comprehends the intricacies of a design. Execute the change methodically, involving and empowering your team throughout the process, similar to how a craftsman collaborates with apprentices. Encourage open communication and actively involve team members in the execution. Constantly refine and adjust your approach as needed, like a master craftsman fine-tuning their work.

From my experience, it is crucial for a plan to align with business activities and project plans. Misalignment can lead to inefficiencies, wasted resources, and missed opportunities. For instance, I once worked on a project where the plan didn't consider the team's workload and priorities, resulting in delays and financial losses. Rushing into changes without proper planning can also have significant financial implications. I witnessed a company switching to a new software system without carrying out enough testing or training, leading to errors and increased costs.

I discovered a valuable strategy that involves utilizing change champions or agents to consistently maintain communication and engagement within their respective circles of influence. Employing quizzes, periodic meetings for change agents, pulse surveys, coaching, and performance/rewards has proven to be effective in sustaining change.

I found change very exciting when leaders make genuine efforts to engage the team with clear intent to evaluate how well the objectives have been met. Such engagement triggers conversation around what worked well? What didn't work well? What can be done differently to achieve better results? Where some milestone achievements have been recorded, it is important to celebrate success as this goes a long way in building a change culture within the organisation. There is no doubt that regular reviews of any change process or output is a valuable tool that drive continuous improvement.

Managing change from planning to evaluation is like directing a film. To effectively evaluate the change, approach it as if you're the director reviewing the final cut. Start by defining clear success metrics and objectives, akin to setting the scene and script for the film. Throughout the change process, play the role of the director, ensuring that every element aligns with the overarching vision. When it's time for evaluation, review the change's performance with a critical eye, much like a director scrutinizes the final edit. Analyze the impact on key performance indicators and gather feedback, treating it as a film premiere where audience reactions matter.

Evaluation of the change process itself is critical to the organizational learning process! A “learning organization” will act quickly after a change initiative to capture fresh perspectives on the change process: Focus groups, surveys, individual interviews, knowledge sharing… recording, documenting and brainstorming about what worked and would could have gone better. “The essence of strategy is choosing what not to do.” -Michael Porter

You don't know what you don't know. You know? During the execution process, there will always be a margin of error or something that could have been better version of what it was. So taking the time to evaluate change once it has been implemented is essential to success. Setup a retrospective, identify the wins and the learnings, make a plan, and execute phase 2 to further support what didn't quire measure up in phase 1. Most importantly, never ever take anything personally. Errors are always easier to spot than successes and for every issue that occurs there are 100 more that were avoided.

My personal experience has taught me the importance of ensuring that a plan is in sync with the business activities and project plans. The pace at which change is implemented can have significant financial implications, whether it is too sluggish or excessively rapid. By carefully considering the impact of change and aligning it with the overall business strategy, organizations can minimize financial risks and maximize the potential benefits of change.

Its best to put a robust process in place to plan, execute, monitor and evaluate changes. The change should align with organisations vision and its impact thoroughly analysed before hand. It’s important to get buy-in from the team for the change and team should know how the change would help them grow and succeed individually along with the organisation. The process should have proper feedback mechanism in place to take corrective steps on time.

In the hustle and bustle of today's world, change isn't just a concept; it's our everyday reality. Whether we label this era as VUCA, BANI, RUPT, or TUNA, one thing remains constant: change. The notion of change has evolved from being a rare disruption to a steady stream of 'new situations.' I believe it’s about time to move beyond rigid change management approaches and prioritize nurturing agile teams. Teams that aren't just skilled in technical areas or selected human skills, but teams that are resilient and ready to tackle whatever comes their way.

Simple without any melodrama: Navigating change effectively requires a structured approach that encompasses planning, communication, implementation, and evaluation. Establish a clear change plan, engage stakeholders, monitor progress, and adapt as needed. Embrace a culture of continuous learning, celebrate achievements, and maintain a human-centered focus to ensure successful change management.

In my experience, 'The Change' should not be seen as different from 'The Project'. When defining the Project Scope, the Change Scope and the Change plan should also be drafted. It might be that a separate Change Manager is appointed, yet it should be as an integral part of the project. Often, a Change Manager is called upon when the project is already in execution. That is too late, since you need the involvement and engagement of those concerned before the kick-off.