Hoping to convert these random thoughts into something that resembles a blog post soon 🙂
Hoping to convert these random thoughts into something that resembles a blog post soon 🙂
For long I am trying to summarise what I have learned about change management in past few years.. So here are few things to begin with
Change is a relay. It is.
If you ask me, change is not a sprint. It cannot be a sprint. Sustainable change can rarely be executed at breakneck speed and it rarely is a linear process.
Change can neither be a marathon. Change is not a linear process and it is not just about endurance. Not to forget that change is not a solitary game!
A sprint is a single person’s test for agility; A marathon is a single person’s test for endurance; A relay is however a team’s test for co-ordination, speed, endurance and above all consistency!
Change for me is a relay. Change is a non-liner process consisting a multiple virtuous cycles. With each cycle, you move closer to the goal. With each cycle, Leaders change, approach might be fine-tuned; you know that you are moving one step closer to the ultimate goal.
What I want to do using the relay analogy is to highlight 2 key (and often overlooked) aspects of change
One of the biggest mistakes in change management projects that they are managed using traditional project/ program management approach which assumes that there are series of sequential events that need to happen in order to reach a final goal at the end of the journey. In my experience change rarely takes place in this fashion. Successful change is usually executed in a treasure hunt/ puzzle manner where you only have visibility of next few steps and you have to continuously improvise, re-imagine and push on while doing everything.
The other hangover of traditional project execution is the belief that same/ similar project structure, leadership is good for entire change life cycle. It isn’t! Take any change management approach and you will find that each stage requires unique skill-sets and different style of leadership to harness those skill-sets. It is unfair to expect same set of people or leaders to have all those skill sets. Successful change execution requires fluid concept of team structure and emergent, interchanging leadership.
Most of the change management projects that I have come across are typically technology enabled or technology led. Teams managing these projects need to unlearn years of traditional project management techniques and embrace the flexibility needed to deliver successful change
There seems to be a popular belief – ‘Aim of every project is to deliver solutions’. This is the reason project managers are generally over the moon if the ‘Go-live’ is smooth. There are usually big parties post go-live to celebrate the great work done by the project team. The go-live dates are what the project managers live and die by. The reason being that on go-live date ‘the solution’ gets delivered and world is then a happy place. Here is what usually happens after the euphoria of the go-live is over
If you have ever been involved in any sort of transformation exercise, I am sure you have been through this cycle. Have you ever wondered why this keeps happening? Let me give you a clue – Our belief about what a project should deliver is misplaced.
Yes, a project is designed to deliver a solution but that is not why a project exists. A project always starts with a business case which invariably talks about benefits and ROI. That should be a big pointer towards why every project exists. The sole purpose of every project is to deliver benefits. You deliver solutions to eventually deliver benefits. A solution that is not going to be used is as good as useless. It is not good enough to deliver just solutions. The go-live parties are just premature celeration of success which might never be achieved. It is as good a sprinter celebrating at the starting line. We need to reach the finishing line or atleast close (if you are Usain Bolt) to start celebrating. That finish line is when we actually start delivering benefits.
Change Management is that bridge which takes a project from solutions to benefits and a bridge that most project manager forget to build. The popular belief that I laid out at the start of this post is the reason why. If you believe you are working towards delivering solutions, you are never going to bother much about delivering benefits. You will always see that as someone else’s problem. The funny thing is that ‘someone else’ just does not exist and it results in the post-delivery scenario that we just discussed
As I said earlier, it is not sufficient to deliver solutions, your solutions have to deliver benefits. Change Management will help your users actually utilise your solutions and get the benefits which you were looking to deliver. The choice is yours. You can choose to deliver solutions or move up the value chain and deliver benefits. I know what I would do !
Before you can make sense of this article, you need to read the inspiration for this article – https://www.wsj.com/articles/the-first-shots-of-the-nbas-3-point-revolution-1523542076
The WSJ explores the reasons behind the recent emergence of move to a 3 point attempts and the reasons why the phenomenon did not happen earlier. That is where my change management angle comes into it.
“It took decades for the NBA to realize it should be taking more of the shots that are literally worth one more point. But once NBA teams began to embrace 3-pointers, the game changed forever. They slowly migrated away from the basket and behind the 3-point line as the percentage of field-goal attempts that were 3-pointers increased almost every season. And then they stopped taking more 3-pointers.”
In almost all change situations, it usually takes time for the stakeholders to feel the need for change. Even after the need is felt, things have a tendency to go back to status quo.
“The idea that 3 points is 1.5 more times than 2 sounds simple, but it took a lot of time,” said Golden State president of basketball operations Bob Myers. “Change is not always rapid. It’s sometimes slow.”
Most of the times, on the face of it the rational for change is simple and straightforward. Most of the times, it is not that simple and straightforward to the change recipients.
“Back then,” said Rockets forward Ryan Anderson, who also played for those Magic teams, “it felt like we were taking more threes than we are now because it was abnormal.”
When you are going through the change, it feels strange and unnatural. It feels like more efforts because the change is alien to your environment
“There are analytical reasons to do it, but then I’m not sure many thought it was possible or prudent,” Myers said. NBA teams also had to fight biases that persisted in a league that frequently dismissed 3-pointers with a four-letter word: soft”
There have to logical reasons for going through the change but change recipients have to believe that the change is feasible. You don’t just need early adopters, you need successful early adopters. In absence of that, you will neither be able to get rid of the bias and nor get the behaviour change.
Which one you think matters most in context of change initiatives? This is where I am – Executive sponsorship is hygiene! it is essential but not sufficient.. Without grass-root leadership, you can not execute successful change..
I am aware that I am questioning many established beliefs in change/ project management models but I am convinced that grass-root leadership matters more than executive sponsorship. Here are my reasons
Lets look at the grass-root leadership
I am not saying that we do away with executive sponsorship, I still think it matters. It is symbolic and tells the recipients that these are the things that matter. I am saying that it is not enough. That will not take you to the end goal. The end goal I assume is the change in behaviours and culture leading to business benefits. To achieve that, you need authentic grass-root leadership that can drive the recipients from within. In my mind, the role of executive sponsors is to cultivate this leadership while continuing the symbolic things. I think the role of an executive sponsor need to be re-examined in the context of what matters and what will make the most impact on the final goal !! – change in behaviours and culture resulting in business benefits
Culture in the simplest terms is – ‘How we do things here’
Ask yourself a simple question – ‘Am I doing anything that will change the way things are done here’. If your answer is Yes, then be rest assured that you are undertaking a culture change.
Do this for any and every change you are trying to introduce in an organisational environment and you will be surprised how many times the answer is Yes. You might suddenly realise that you are actually impacting the organisational culture with most of your change initiatives. The question is why does it matter and what can you do differently?
It matters because it can help explain user behaviour in most of the cases. In many of the change initiatives, even a simple logical change fails to land and users just refuse to adopt the change. Change managers are left scratching their heads to no avail. From my perspective the explanation is mostly straightforward -Your change is not in sync with ‘how we do things here’. What makes it worse that we have never realised this and done nothing to be in-sync with ‘How we do things here’ aka Culture. We might have looked at the change as a business process change, technology change, Organisational restructure or many other things but not as a ‘culture change’.
Even when we realise that every change is a culture change, many a times another question still goes unanswered – ‘So what?’. It is all good to know something but what is the point if it does not help our cause?
The moment you realise that every change is cultural change, you can start looking at it from the Cultural lens. You questions and the answers you are seeking change. You start unearthing deep rooted fears and apprehensions that are stopping people from adopting change. Instead of focusing on just the symptoms aka ‘adoption stats’, you will start diagnosing the problem.
Let’s look at a simple example
Bottom-up sales reporting through a system vs reporting through excel – On the face of it , this seems like a technology challenge or at best behaviour challenge. Think again! The real challenge is around transparency and fear of being exposed/ judged. ‘The way things are done’ are going to be changed and people are not ready. Yes a bad system might be causing the issues and the IT support might not be good enough but if users cannot get over their deep rooted fears around being exposed..
As I said at the start, if we look carefully every change is a culture change. Just that in most cases we take time to realise it..