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As a change leader, you understand the importance of communicating early and often and collecting feedback from stakeholders. But after collecting this data, then what? It is just as important to leverage the data you collect to analyze how ready your organization is for change and measuring the impact of change activities.
Have you ever looked at that thing directly in front of you and just exhaled the word “Ugh” with a big sigh? I know I have, and I am pretty sure we all have at some point.
In December, I approached a friend about doing the 75 Hard challenge with me. I wanted to do a personal reset and knew that I needed an accountability partner if I was going to have even the slightest chance of being successful. She agreed and on January 2, we started our 75 Hard journeys.
Change is everywhere. The average organization today has undertaken five large-scale changes in the past three years, with expectations of multiplying this number in coming years. Big or small, many of these changes are either directly driven by technology or have a strong technological component. Digital transformation efforts average a failure rate of nearly 70 percent, despite the right intentions.
In 1964, 60 years ago, Gilligan’s Island premiered on television. It told a tale of a fateful three-hour boat tour that did not go as planned, despite having an experienced skipper, a first mate, a professor, a millionaire, as well as other passengers with unique talents. It was not until the shipwrecked passengers were able to grab the attention of the Coast Guard that they were rescued. The sitcom gave us funny moments and still serves as a reminder of the importance of planning, leadership, collaboration, innovation, and using all the tools necessary to successfully navigate the (ocean) current.
As the age old saying goes, “A picture is worth a thousand words”. I, for one, would like to admire the picture rather than listen to the one-thousand-word description!
For many of us, the holidays means making a list and checking it twice. As I sat down to create my gift list — the ones I want to give and the ones I’d love to receive— it made me think about the work I do and why I believe deeply in the power of change and the many gifts change can bring to an individual or organization.
Our last post discussed examining your organization’s culture and developing a strong internal communication strategy. Today’s post will explore the three remaining key focus areas and recommendations: documenting your current business processes, aligning your existing policies and SOP’s with the new business processes (ideally before go-live), and identifying (or creating) the unit within your organization that will manage your new ERP.
Last week’s post focused on the importance of assessing your organization’s health before a large-scale technology implementation and addressing potential issues before they impact project outcomes. This week’s post explores the areas of organization culture and internal communications, the issues organizations frequently encounter during change, and recommendations on how to address them.
This is a three-part series on identifying and addressing key issues that all organizations should consider when planning a large-scale technology transition.
Gratitude can transform common days into thanksgivings, turn routine jobs into joy, and change ordinary opportunities into blessings.
~ William Arthur Ward