COMMITMENT TO A SHARED STRATEGY AFTER REORGANIZATIONS
The combination of departments and other interventions in the structural and process organization – as self-evident, reasonable and logical as they may be – represent an immediate break in the working environment of those affected.
To overcome this break, it is recommended to apply consistent and planned procedures from the very beginning.
Using a proven structured approach for this purpose, for example the 8-Step Process for Leading Change by J.P. Kotter, supports managers in proactively exercising their role as leaders in this situation. Supporting the new strategy, is not only an important element to ensure that success can be realized through the restructuring, but also a link for the integration of the new team.
These are the 4 appeals to Change Leaders:
1. Prepare the team!
The necessity of change must generally be noticeable and plausible, long before a decision is made as to what will be changed. Letting an appropriate and trustworthy team work out the status quo together will later facilitate the acceptance of the decisions made as a consequence.
2. Decide what needs to be done!
This team develops a target for issues/departments affected by restructuring and works out the strategic path to get there in accordance with the overarching strategy. New general processes are defined and only afterwards the structures, for example merging departments, are decided accordingly.
3. Make it possible!
Targeted communication of the current necessity and the future mission conveys the reason of the change, thus creating the framework; strategic measures show the possible path leading to this future. In order to create commitment, it is important to establish an immediate reference to the situation of the individual, both in terms of the expectations placed on them and in terms of their ideas and creative leeway as part of the strategic orientation and the benefit they draw from it. Encouraging the persons involved to help shape the definition of the new roles and tasks, turns them into participants right from the beginning. Support during the first implementation steps ensures change and provides the change leaders with information about necessary corrections in due time. As eliminated obstacles and first successes of the new procedures are made visible, the necessary implementation role models are created. Personnel decisions that need to be made are transparently based on the new requirements.
4. Make sure it keeps working!
Giving up a controlling glance at the change process too early often means declaring victory too early. Sustainability is ensured by consistent adaptations of all necessary framework conditions and targeted and visible reactions to blockages.
ARGO has long-standing experience in consulting and the implementation of change processes in different industries, on different occasions and in different dimensions of change.
Please do not hesitate to contact me for details: b.thoma@argo.at