So How do you Implement/Execute these Business Change or if your Work in a well-structured organization, “How does your company/organization implement this change
No single method fits every business, but there are set of practices, tools, and techniques that can be adapted to different situations. So here are few of such guiding principles.
1. Address the “human side” systematically. Any significant transformation creates “people issues.” Staff will become New leaders and will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and your staff will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk. A formal approach for managing change — beginning with YOU the leadership and then engaging key stakeholders and leaders — should be developed early, and adapted often as change moves through the busines. This demands as much data collection and analysis, planning, and implementation discipline as does a redesign of strategy, systems, or processes.
2. Start at the top. – Again this refers to YOU. Because change is inherently unsettling for people at all levels of business, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction. If you are the owner of your business, you must know that change begins with you. Leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the organization. You cannot be telling your staff or team that phones are not allowed in meetings and be the one receiving or making calls during meetings.
3. Involve every layer. As your business transformation programs progress from defining strategy and setting targets to design and implementation, they affect different levels of your business. Yes, this includes your delivery Guy. Take for instance, you want a business transformation in the number of days for your delivery, and you strategize and plan with everyone and not include your delivery guy, you are destined to fail. Change efforts must include plans for identifying leaders throughout the company and pushing responsibility for the design and implementation down so that change “cascades” through your business.
4. Create ownership. Ownership is often best created by involving people in identifying problems and crafting solutions. It is reinforced by incentives and rewards. These can be tangible (for example, financial compensation) or psychological (for example, camaraderie and a sense of shared destiny). Let your assistants, gateman, delivery guy feel like they are part of the business and they have a stake in the future of your business
5. Communicate the message. Too often, Stakeholders or owners of businesses make the mistake of believing that others understand the issues, feel the need to change, and see the new direction as clearly as they do. The best change programs reinforce core messages through regular, timely advice that is both inspirational and practicable. Communications flow in from the bottom and out from the top, and are targeted to provide employees the right information at the right time and to solicit their input and feedback. Often this will require over-communication through multiple, redundant channels.
So don’t assume your team already has a picture of what you intend to achieve early enough. You must keep reinforcing the message till it becomes a bible for you and your business
6. Prepare for the unexpected No change strategy goes completely according to plan. People including customers react in unexpected ways; areas of anticipated resistance fall away; and the external environment shifts. Effectively managing change requires continual reassessment of its impact and the business’s willingness and ability to adopt the next wave of transformation. Fed by real data from the field (customers) and supported by information and solid decision-making processes, You as a Business owner can then make the adjustments necessary to maintain momentum and drive results
7. Speak to the individual Change is both an institutional journey and a very personal one. People who work with you are also doing so on a personal level. People spend many hours each week at work with you; many think of their colleagues as a second family. Individuals (or teams of individuals) need to know how their work will change, what is expected of them during and after the change program, how they will be measured, and what success or failure will mean for them and those around them. You as a business owner or Team leader should be as honest and explicit as possible. People will react to what they see and hear around them, and need to be involved in the change process.
Highly visible rewards, such as promotion, recognition, and bonuses, should be provided as dramatic reinforcement for embracing change. Sanction or removal of people standing in the way of change will reinforce the institution’s commitment.
Business Change must be managed, implemented, and executed in such a way that there is always communication between YOU and your staff. This allows for equilibrium and encourages growth and innovation within your business.