Introduction to What is Required to Accelerate Change

Delivering effective organizational change involves two significant aspects, akin to the visible and hidden parts of an iceberg. Drawing inspiration from the iceberg analogy, where 90% is submerged, this metaphor illustrates that many factors influencing organizational change lie beneath the surface. In the context of change management activities, the 10% above the water represents metrics, measures, reporting, processes, and formal communication, while the critical 90% operates below the waterline.

A synergistic collaboration between the above and below the water factors is essential for successful organizational change. These components should function as delivery multipliers, reinforcing each other rather than conflicting and diminishing their impact.

Achieving effective organizational change necessitates well-defined and communicated success criteria, unwavering leadership commitment, and stakeholder focus on objectives and key results (OKRs). This alignment should be under the agreed-upon change plan, supported by an organizational culture facilitating the desired transformation.

Top Tip: Define Successful Change

Initiating a pre-change “go” discussion involves defining the parameters of successful change, outlining the OKRs for successful delivery, establishing metrics for measurement, ensuring adequate resourcing, and implementing a communication process tailored for change. While these aspects seem like common sense, they often encounter challenges, especially in terms of their recognition and commitment, considering the iceberg metaphor with its visible and hidden factors.

The primary challenge lies in the fact that factors “above the water” are more tangible, measurable, and readily accepted by senior managers. These factors are viewed as rational and objective indicators of delivery achievement. On the other hand, “below the water” factors are perceived as real but somewhat ethereal, creating a dichotomy in their acknowledgment and commitment.

The two-fold challenge arises from the ease of measuring factors above the water compared to the difficulty of quantifying those below. In the spirit of full disclosure, the author, an organizational change practitioner, advocates for a balanced approach, continually addressing both “above and below the water” factors in the evolving organizational change transition.

Quoting W. Edwards Deming, the blog emphasizes that managing something without precise measurement is not only possible but also crucial, dispelling the myth that what cannot be measured cannot be managed.

Sponsors and Stakeholders

Most of the time, the appointment or selection of sponsors and stakeholders in the initial phase of change is based on seniority. Choosing sponsors based on seniority exemplifies “above water” thinking, associating seniority with commitment and positive influence for the change program.

Reflecting on the ideal choice of sponsors and stakeholders, change practitioners might consider whether the current individuals align with their preferences. If not, it prompts an exploration of why and if a change could be made.

Imagine asking current change sponsors and stakeholders to complete a RACI (Responsible, Accountable, Consulted, Informed) for their understanding of their roles. The question arises: would the output align with day-to-day actions, and would they agree on role definitions using standard frameworks like ITIL or AGILE?

If there is a lack of agreement and consistent behaviors, rather than fostering change velocity, confusion, and misdirection are more likely to impact change efficacy.

Top Tip – Set the Correct Expectations

They conducted some research on Google to trace the origin of a quote that has been widely circulated. According to their findings, the quote “People may doubt what you say, but they will believe what you do” is attributed to Lewis Cass, an American military officer, politician, and statesman who lived from 1782 to 1866.

The relevance of this quote to the “above/below” concept lies in the potential disparity between verbal statements, or what is said publicly, and the actual behaviors exhibited. This disconnection emphasizes the critical importance of aligning spoken words closely with corresponding actions, contributing significantly to the success of effective change. We owe our gratitude to Lewis Cass for this insightful perspective!

Line Managers

Let us clarify the term “line managers” as used in this context. Line managers refer to those managers who directly oversee individuals in both operational and staff departments. Operational departments are primarily focused on delivering the organization’s products and services, while staff departments are more oriented toward strategy and enhancing organizational effectiveness (other definitions may exist).

“Above the water,” it’s likely that statements will assert that line managers are committed to strategic change, aligning their OKRs (Objectives and Key Results) to provide a measurable focus on change delivery.

“Beneath the water,” the reality may differ based on organizational culture and the actual alignment of OKRs and objectives. The alignment between Business As Usual (BAU) and change deliverables can pose practical challenges, especially regarding resourcing. Both the number of staff and required skillsets for these deliverables may be scarce, leading to potential competition and conflicts among senior managers over responsibilities.

It’s important to highlight the potential negative impact of cognitive dissonance among line managers and others. The effectiveness of organizational change implementation can be compromised when sponsors, stakeholders, and influential individuals choose to overlook the contradictions they introduce into the organization—contradictions between stated intentions and actual behaviors. It can be argued that the more senior the individual or group within the organization, the greater the potential for confusion.

“Cognitive dissonance is the mental discomfort that results from holding two conflicting beliefs, values, or attitudes. People tend to seek consistency in their attitudes and perceptions, so this conflict causes unpleasant feelings of unease or discomfort.

The inconsistency between what people believe and how they behave motivates them to engage in actions that will help minimize feelings of discomfort. People attempt to relieve this tension in different ways, such as by rejecting, explaining away, or avoiding new information.” Verywellmind.com, accessed 1 November 2023.

Top Tip – Engage with Line Managers

When formulating a change plan, it’s crucial to consider how the meaningful integration of change into the organization can be facilitated through practical engagement with line management.

Initiate engagement with line management as early as possible in the change process. This approach is highly practical as it demonstrates respect for the role of line management and provides an opportunity to identify and address factors that would support a balance between business-as-usual (BAU) activities and the transition to new ways of working.

A pivotal aspect involves spending time with sponsors and senior stakeholders to create a balanced approach to Objectives and Key Results (OKRs), considering both the requirements of delivering BAU products and/or services and the transition to future products and/or services.

Once this approach is ready for discussion, involving line managers in the conversation, and seeking their thoughts and suggestions, becomes crucial. The more they contribute meaningfully, the more likely they are to be aligned both psychologically and physically with the implementation of change. They, in turn, should adopt this approach to communicate with their reporting staff.

While this may seem like common sense—and it is—the reason for emphasizing this is that, in practice, many organizations claim to have such practices in place, but the reality often falls short. This means that those most likely affected by the change are also grappling with cognitive dissonance, using current practices while transitioning to new ways of working.

Observation Changes Behaviour

The Hawthorne Experiments conducted by Elton Mayo et al. in the 1920s and 30s highlighted a notable observation: individuals tend to modify their behavior when they know they are being observed. This phenomenon, known as “The Hawthorne Effect,” has implications for how knowing this could potentially accelerate organizational change.

As mentioned earlier, the significance of behavior, appropriate metrics, and engagement with line management is crucial for accelerating and embedding effective organizational change. In their absence, the lack of these factors can considerably impede the speed of effective change.

To illustrate, consider a practical example from recent work involving organizational change related to an Enterprise Resource Planning (ERP) implementation. While all the necessary elements, such as Board commitment, resourcing, metrics, and project plans, were officially stated and committed to delivery, the actual reality was starkly different. Efforts were predominantly directed toward resolving stated commitments rather than focusing on the project’s delivery. This discrepancy created a constant state of cognitive dissonance among the staff involved, impacting their day-to-day work priorities. Instead of accelerating project delivery, these hidden factors below the surface acted as a significant drag on delivery efficacy.

Top Top – Be clear about required behaviours

Clearly defining the required behaviors that are essential to support the delivery of organizational change is important. Often overlooked is the process of transitioning from current behaviors to the desired future state behaviors. This requires the courage to reflect on current realities and make necessary adjustments to facilitate the required change delivery.

Starting from the most senior group and cascading throughout those impacted by change, there is a need to hold each other accountable for exhibiting the required behaviors that support the transition. This can be one of the most challenging aspects of effective change, as it challenges existing organizational culture and requires the willingness of employees to authentically, visibly, and consistently adopt the desired behaviors for the stated change.

Investing time in creating and sustaining the required behaviors, and ensuring their consistent visibility, will yield returns over the life cycle of the change initiative and beyond.

In conclusion, a quote from Mark Carney, former Governor of the Banks of Canada and England, emphasizes the importance of conduct in the context of change: “we have the technical levers. What’s more important, the key issue, is conduct.” Examining examples of large projects like Berlin Airport, Venice Barrier, HS2, Crossrail, and the Edinburgh Tram Project illustrates how “conduct” and factors below the surface can significantly impact delivery. Reflecting on these examples can provide insights into the conduct and factors affecting your current change activities.

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

The global landscape is shifting from a focus on operational efficiency and productivity as the primary concerns of most organizations to a new era centered around transformative projects. This involves a heightened frequency of product innovation, application and technology deployment, and the introduction of novel ideas.

Currently, projects contribute to 20-25% of the GDP, amounting to $25 trillion. If you are not already engaged in a project management role, it’s highly likely that you will be in the next few years.

Now, the question arises: Do you need a Project Management certification?

While not mandatory, obtaining a Project Management certification is highly beneficial if you aspire to become part of the expanding global community of project management professionals. If your goal is to actively contribute to multiple projects and add significant value to your organization, acquiring this certification is a prudent choice. After all, being prepared is preferable to being left behind. Moreover, you’ll be in good company, as per the U.S. Bureau of Labor Statistics, which projects a 6 percent growth in employment for project management specialists from 2022 to 2032. This growth rate surpasses the average for all occupations, with an estimated 68,100 annual job openings for project management specialists over the decade.

Project Managers are the Professional Managers of the Project Economy

Research findings from a nationwide study on the state of management and leadership in the UK conducted by the UK Chartered Management Institute and YouGov reveal the following:

• A substantial 82% of managers taking on management roles have not received any formal management and leadership training, earning them the label of “accidental managers.”
• Trained managers demonstrate higher comfort levels in handling change initiatives (87%, compared to 77%) and leveraging emerging technology to enhance efficiency (66% vs. 50%).

Relying on accidental project managers poses significant risks. In the absence of a community of program and project management professionals, organizations may face challenges in competing globally. For those aspiring to build a career in project management, obtaining a professional project management certification might soon become indispensable.

Which Project Management Certification is right for you?

We won’t overwhelm you with every conceivable project management certification. Instead, we will concentrate on entry-level qualifications, as obtaining one of these certifications is typically a prerequisite for launching your project management career. Around four million individuals have undergone a project management education program to secure their project management jobs and currently hold a valid project management certification.

Further details on variations and advanced levels can be obtained from the organizations listed below.

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Let’s delve into Critical Communications Capability, which stands as the sole unified crisis management framework available in today’s market.

Crisis

In times of crisis, the effectiveness of communication can make the distinction between chaos and control, confusion and clarity, and panic and preparedness. Whether facing a data breach, cyberattack, global pandemic, or unexpected event, having a strong capacity for crisis communication is crucial. This is precisely where the Critical Communication Capability® Framework plays a pivotal role, serving as a universally applicable guide in the often turbulent terrain of crisis management.

The Problem

The question is not whether but when your organization will encounter critical situations. Historically, companies have attempted to coordinate responses across various departmental silos, such as IT, operations, legal, regulatory, executive communications, employee communications, and public relations, each relying on their own set of best practices.

Regrettably, this approach has often resulted in disastrous responses to critical situations. One group may be familiar with a “holding statement,” while another is not; one executive might know how to handle press conferences and interviews, while another does not; and one team may understand SEC rules for disclosure, while another does not. The absence of a shared comprehension, terminology, and practices has led to missteps, resulting in significant harm to key areas of organizations, necessitating corrective measures to address miscommunications, poor decisions, and actions.

This concept holds true in the real world, and numerous companies, irrespective of their size, have confronted critical situations. We need not look far for examples:

In recent times, First American suffered the second-largest data breach in history, compromising nearly 900 million records. Yahoo! holds the unfortunate record for the most significant breach, impacting 3 billion accounts back in 2013. Furthermore, Facebook encountered a critical situation when 540 million records were publicly posted as plain text on Amazon servers. From a financial perspective, Capital One faced a substantial setback when hackers exposed the personal information of 106 million users.

Unfortunately, these incidents are just a few among many, prompting the question of whether there is a way to prevent such issues or effectively manage them across all departments to protect the brand’s reputation, ecosystem health, legal standing, and financial stability.

The Solution

A recently introduced framework, known as Critical Communication Capability® (CCC®), is now available for organizations to align everyone and foster collaborative, well-coordinated responses to critical situations. This framework is tailored for digital organizations with the aim of preventing harm to their brand and reputation, ecosystem health, legal and compliance status, and financial stability that can arise from disjointed responses to critical situations.

The certification distinguishes itself through its adaptability and applicability, acknowledging that there are no isolated “IT” critical situations, operational challenges, or business PR crises in today’s digital organizations. All of these scenarios necessitate effective communication involving all departments, utilizing:

• A collaborative approach, common objectives, enhanced visibility, shared data, tools, and standardized processes.
• A simple yet effective model to make the problem-solving process manageable.
• A continuous cycle of Agile improvement, fostering ongoing enhancement.
• Consistent practice and drills to embed capabilities into the organization’s routine and expertise.

The course offers candidates a thorough practical knowledge base, specifically crafted to provide organizations with a common reference framework for managing crises with greater efficiency and effectiveness. Developed by experienced IT and critical communications management experts, the CCC Framework includes the following key features:

• An illustrative case study that underscores essential concepts.
• Tools for evaluating your organization’s vulnerabilities.
• A structured framework for crisis response management.
• Comprehensive guidance for handling critical incident stages.
• Multiple appendices containing valuable practical advice.
• A useful glossary of important terms.

Certification sets individuals apart from the crowd by instilling greater confidence in employers regarding their capacity to manage critical situations. It distinguishes them with their comprehension of vital terminology, practices, and principles. Certified individuals hold an advantage as employers can rely on them to make sound decisions, communicate proficiently, and excel in crisis situations.

Teams can enhance their collaboration and seamlessly integrate their efforts with other teams, facilitating preparation, response, and follow-up to critical situations.

Organizations can establish well-coordinated crisis communications, decision-making processes, and actions to safeguard their brand, reputation, ecosystem health, legal and regulatory compliance, and financial stability, thus avoiding detrimental consequences.

Training and Certification

CCC certification is strongly advisable for organizations that have diverse teams responsible for managing critical situation preparation, response, and both internal and external follow-up. As stated by CCC author David Pultorak, “The strength of the chain is determined by its weakest link, which includes partners and suppliers. How assured are you that all your teams, including your partners and suppliers, are well-versed in critical situation management and won’t become the sole point of failure that jeopardizes your response to critical situations?”

The CCC training and certification program encompasses 14 hours of content and includes a Foundation-level exam. This framework is applicable to a broad spectrum of individuals within digital organizations and will:

• Assist professionals in acquiring and showcasing the essential skills required to manage critical situations effectively.
• Dismantle silos within digital organizations, establishing a shared reference framework to ensure organizations and teams work towards a common objective when facing issues.
• Incorporate best practices and drills for identifying and proficiently addressing problems.
• The CCC self-assessment serves as a valuable tool to establish a baseline for an organization’s current capability in responding to critical situations and to chart a roadmap for enhancing that capability.

Embracing the Framework: A Call to Action

In an era defined by uncertainty, the Critical Communication Capability certification stands as a beacon of stability in crisis management. It empowers both organizations and individuals to confront crises with a well-defined and all-encompassing communication strategy. By integrating the various elements of the framework, communicators can furnish internal and external stakeholders with the essential information necessary for making informed decisions, alleviating concerns, and navigating towards a resolution.

Communication remains the fundamental pillar of crisis management, particularly when the stakes are elevated and pressure intensifies. The Critical Communication Capability Framework transcends being a mere tool; it represents a mindset that impels organizations to communicate with integrity, empathy, and foresight, even amidst the most daunting circumstances.

As we chart our course through the uncertain terrain of the future, why not equip ourselves with this certification? It ensures that our communication remains resolute, unwavering, and capable of withstanding any storm that may arise.

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

When it comes to project management, the emergence of Agile methodologies has transformed the way businesses conceptualise, plan, and execute projects.

The key to achieving success in any Agile initiative lies in the Agile project manager—a pivotal figure tasked with uniting diverse components to accomplish project objectives. This role carries a multitude of responsibilities, with a primary focus on fostering adaptability, promoting collaboration, and guaranteeing that projects align with expectations. Being an Agile Project Manager demands a blend of versatile skills and qualities, making it a multifaceted and intricate position.

Comprehending the intricacies of this role can sometimes be challenging. Nevertheless, the prosperity of a business frequently hinges on the Agile project manager’s ability to foster collaboration among different departments and empower teams through clear communication and effective leadership. Therefore, when everyone grasps the manager’s role, project success becomes more probable, and the deployment of Agile methodologies can be carried out with precision.

What is Agile Project Management?

Agile project management stands out as a dynamic and iterative approach to overseeing projects, placing a strong emphasis on flexibility, collaboration, and a customer-centric mindset. In contrast to more traditional methodologies that often follow a rigid and linear path, the Agile framework embraces change and gives priority to delivering incremental value to stakeholders through early and ongoing deliveries.

By nurturing adaptive planning and encouraging cross-functional teamwork, Agile methods empower teams to swiftly adapt to evolving requirements and market dynamics. To delve deeper into the principles, practices, and advantages of Agile Project Management, feel free to explore our comprehensive blog post.

Recent years have witnessed a remarkable surge in the popularity of Agile values, signifying a fundamental shift in project management practices. Organizations across various industries are now embracing Agile methods to enhance their responsiveness and elevate customer satisfaction.

The Roles in Agile Project Teams

Within an Agile project team, a diverse array of crucial roles collaboratively propel projects towards fruition. It’s worth noting that the specific composition of these roles may vary depending on the unique needs of each team.

In the Agile Business Consortium’s DSDM project framework, various roles play essential parts. These roles encompass the Business Sponsor, who holds responsibility for the project’s overall scope, finances, and alignment with broader business objectives. The Visionary, on the other hand, guides the project’s overarching vision and direction.

Additionally, the Technical Coordinator ensures that the solution adheres to technical standards and fulfills the specified requirements. The Team Leader leads and manages smaller segments and intricate components of the project. Meanwhile, the Business Analyst focuses on identifying opportunities and changes within the broader business context that could impact the project.

The Solution Developer takes the business requirements into account, using them to shape the solution, while the Solution Tester carries the responsibility for performance testing at various stages of the project’s development.

In agile teams, you usually encounter a range of diverse roles, all customized to suit the specific project objectives. This diversity is integral to promoting adaptability within the team. However, amidst this diversity, one role remains constant and pivotal – that of the agile project manager. The agile project manager is responsible for orchestrating coordination and championing the core principles of agility.

What is an Agile Project Manager?

An Agile project manager occupies a multifaceted role that seamlessly combines top-level leadership with facilitation in the context of an Agile project setting. Their central objective is to mold the evolving workspace for the solution and cultivate collaboration among members of the Solution Development Team. The project manager offers guidance to team members, steering them without imposing intricately detailed project blueprints on the development process. Rather than adopting a rigid “command and control” approach, they embrace a facilitative style to direct the project.

The role of the Project Manager plays a pivotal part in guaranteeing the success of a project. It involves a wide range of responsibilities, starting from ensuring effective communication with stakeholders to overseeing the strategic aspects of project planning and scheduling. Furthermore, the Project Manager is responsible for tracking progress, handling risks and challenges, and fostering team empowerment and motivation.

From the project’s inception to its deployment phase, the Project Manager remains at the core, playing a vital role in maintaining efficient coordination and communication throughout the entire project lifecycle.

Key Responsibilities of an Agile Project Manager

Agile Project Managers bear a range of vital responsibilities that distinguish them from traditional project manager roles. This position demands flexibility and serves as a central pillar within the agile workflow.

Some of the key responsibilities include:

• Orchestrating the project’s progression from inception to completion.
• Cultivating transparent communication and collaboration within the agile team.
• Fostering an environment where team members can autonomously organize and make decisions.
• Offering coaching and training to facilitate the adoption of Agile principles and ongoing improvement.
• Aligning project objectives with the broader organizational goals.
• Facilitating effective collaboration and integration across various functions.
• Guiding the development team in crafting and adhering to a delivery plan.
• Monitoring project advancement and the project timeline.
• Identifying obstacles and promptly addressing issues.
• Ensuring timely management of risks and resolution of impediments.
• Cultivating a culture that embraces adaptability, innovation, and continuous learning.
• Striking a balance between customer feedback and needs, and technical constraints.
• Encouraging ongoing feedback loops to refine processes and deliverables.
• Collaborating with stakeholders to gather and prioritize requirements.
• Empowering the team to embrace change and adapt to evolving circumstances.
• Advocating for Agile practices within the organization.

The precise duties associated with the Agile Project Manager role will fluctuate depending on the specifics of the Agile setting, the project’s characteristics, and the demands of the business.

What is the difference between a Traditional and Agile Project Manager?

The differentiation between a Traditional and Agile Project Manager hinges on their approach to managing projects:

Traditional Project Managers

The traditional approach leans heavily on a “command and control” style, where tasks and processes are meticulously prescribed. It places significant emphasis on extensive upfront planning, striving to establish a comprehensive project roadmap right from the start. The traditional Project Manager’s primary responsibilities revolve around task allocation and supervising individual contributions.

Agile Approach

The Agile approach, in contrast, places a premium on collaboration and adaptability, nurturing a spirit of teamwork and open communication. It embraces iterative and agile planning, enabling fluid adjustments throughout the project’s course. It promotes shared leadership within self-organizing teams, empowering members to collectively steer decisions and shape outcomes.

The Essential Skills needed to be a Successful Agile Project Manager

Becoming a skilled Agile Project Manager entails developing a well-rounded set of technical, interpersonal, and leadership abilities to effectively navigate projects within the ever-changing Agile terrain. Agile Project Managers bear the ultimate responsibility for overseeing Agile projects throughout their entirety. This role demands a diverse and adaptable skill set, including:

• Strong Organizational Skills: The capability to handle intricate projects, allocate resources efficiently, and guarantee timely task completion.
• Excellent Communication Skills: Adeptness in conveying concepts, requirements, and project status at different organizational levels, fostering transparency.
• Risk Management: Expertise in recognizing potential project risks, evaluating their potential consequences, and formulating strategies to mitigate them.
• Conflict Resolution: The skill to navigate conflicts and variances within the team, cultivating a constructive, agile atmosphere, and enhancing team efficiency.
• Adaptive Leadership: The capacity to adapt one’s leadership approach to match the team’s requirements, promoting autonomy and self-organization.
• Agile Expertise: Comprehending the Agile manifesto and its four core values can be highly beneficial. Moreover, having a deep familiarity with an Agile framework like the DSDM project management approach, coupled with proficiency in Agile tools, is indispensable for effectively executing Agile projects.
• Flexibility: The ability to navigate the inherent uncertainties and changes that come with Agile work while keeping the focus on objectives.
• Collaboration: Readiness to collaborate closely with cross-functional teams, stakeholders, and customers to collectively deliver value.
• Customer-Centric Approach: Prioritizing the comprehension and fulfillment of customer needs, leading to customer satisfaction and fostering collaboration.
• Decision Making: Exceptional critical thinking skills and the ability to make well-informed and timely decisions.

Agile Project Management Certifications and Training

With Agile project management methodologies taking a prominent role in the project management landscape, APMG provides a comprehensive array of top-tier certifications for individuals to select from. Our agile project management certifications and training programs empower project managers to cultivate their skill sets and gain proficiency in Agile methodologies.

APMG Agile Courses and Certifications:

• Agile Project Management: Discover how to implement the foremost framework for Agile project delivery.
• Agile Program Management: Explore the art of crafting adaptable Agile programs that can adeptly respond to changes in business requirements.
• Agile Business Analysis: Attain expertise in the role of a Business Analyst within an Agile setting.
• Agile Change Agent: Enhance your practical skills in Agile and change management
• Scrum: Acquire the expertise to maximize the benefits of Scrum through Scrum Master and Product Owner training.
• DASA DevOps: Revolutionize your organization’s IT capabilities by incorporating the principles of DASA DevOps.

By obtaining an APMG certification, project managers can become highly skilled in Agile processes and widely recognized Agile methodologies, giving them a significant competitive edge.

Conclusion

In today’s evolving landscape, organizations are progressively acknowledging the importance of flexibility, collaboration, and iterative advancement. Project managers have taken on a new role as enablers of this transformative shift. Through their embrace of the Agile mindset, project managers are not merely overseeing projects but actively steering teams toward adaptability and a customer-centric approach.

Ultimately, by embodying the principles of Agile and fostering an environment that promotes Agile values, project managers lay the foundation for prosperous, innovative, and customer-focused projects in the dynamic modern business landscape.

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Simplifying organizational change can lead to enhanced change momentum and effectiveness. Here, momentum isn’t merely about speed; it involves alignment and synergistic actions that create a multiplier effect. Effectiveness, as per the Oxford Language Dictionary (accessed on 30/7/23), refers to the capability to achieve a desired or intended outcome.

Consider the current organizational change you are involved in. How much of your professional effort is dedicated to minimizing efforts that don’t align with the agreed change plan, resolving conflicting priorities, ensuring commitments are fulfilled, and ensuring that when change tasks are marked as complete, they are truly 100% accomplished rather than just “almost good enough”?

They recently went to a meeting where the RAG (Red, Amber, Green) status was being used to discuss progress. A senior person started talking about different shades of red to avoid dealing with reality-based reporting, which created a heated discussion. This person felt hesitant to admit that obligations had not been kept.

Here’s a valuable tip: Be cautious of “watermelons” when implementing change management focused on velocity and efficacy. Watermelons can potentially manifest in various aspects of the change process, including front-end loading, planning, iterations, process application, and interactions within change delivery. The term “watermelon” symbolizes a lack of authenticity and transparency.

Expanding on the example of RAG/Traffic Light mentioned earlier, watermelons resemble a green exterior but harbor red inside! Change management practitioners should exercise keen vigilance to identify and address the presence and acceptance of “watermelons” across all components of change delivery.

Below are some areas that, drawn from years of experience as a change management practitioner, have consistently proven to facilitate and simplify the effective implementation of change across diverse cultures, organizational types, and challenging circumstances.

1. Organizational History and Culture

When assessing the history and culture of your organization, a crucial aspect to concentrate on is its capacity and willingness to embrace change.

This is the sphere where obstacles, hindrances, and hurdles to implementing efficient change can arise. Alarmingly, these influential elements are frequently disregarded or dismissed due to the ‘honeymoon effect’ or unwarranted optimism that things will be different this time.

There exists a possibility of substantial denial from board members and subsequently their reporting chains regarding the organization’s history and culture. The expressed perspective is typically more optimistic than the reality based on the facts.

For example, in 2021, You worked with a company that was about to introduce SCRUM in order to improve project delivery. That indicated to have made a proposal to the Board six years earlier about instituting SCRUM, which had eventually failed, during a conversation with senior management. you wondered whether, six years later, the same factors that had contributed to the earlier poor implementation of SCRUM were still in action. He replied that all those circumstances were still in place. As a result, they had low expectations for the current attempt’s success.

2. Front-end Loading

How often does the journey of organizational change commence without a genuine and transparent strategy backed by appropriate resources? Initiating organizational change doesn’t necessarily mean that everything needed is already in place or will be immediately available, considering the evolving nature of the delivery environment. What it should entail is an unbiased evaluation of the situation as it stands at the decision-making point, which must be clearly comprehended and endorsed by the Board and/or Steering Committee.

A robust, fact-based business case, accompanied by a PESTEL (Political, Environmental, Social, Technical, Economic, Legal) analysis, should be utilized in this context. These elements should form the foundation for the decision-making process concerning whether to proceed or halt the change program.

This analysis should encompass an authentic and transparent Risk and Issue Assessment, accompanied by a well-defined approach to meticulous risk and issue management. (No “watermelons”!)

3. Fractional Resourcing

This concept draws inspiration from the well-established principle in Banking, where Banks operate under the assumption that not all depositors will simultaneously demand their deposits in full. This is where the notion of the “fraction” comes into play. It pertains to predicting what fraction of deposits will likely be withdrawn and when. The consequential decision revolves around how the bank manages the “fraction” of deposits it expects to remain. It’s a blend of mystery and the art of Banking!

As a product of the change Business Case, PESTEL analysis, and Risk and Issue Assessment, the identification of resource requirements is probable. In all likelihood, there will exist a disparity between the resource demand and the available resources.

Fractional resourcing becomes important at this point, possibly increasing the subtleties and complexity of change implementation. Allocating resources to routine duties against those necessary for the transformation program could create tension within the organization. Here, “fractions” of a person’s time are divided across numerous responsibilities, usually managed by different managers. they realize that this leans toward matrix management, a workable organizational strategy if done well. However,  many firms claim to use matrix management, but closer inspection reveals that they lack the necessary management structures and supporting procedures to achieve the predicted productivity benefits that have been taken into account in the change delivery plan.

Closely intertwined with fractional resourcing is the absolute necessity for a maturity assessment of the available internal resources. This assessment should outline what resources, in terms of numbers and skills, might need to be either hired, contracted, or partnered with for the successful execution of the change project and the realization of its intended value.

The resource profile needed is not solely based on quantity but also on the specific skills necessary for successful plan implementation. Both resource quantity and skills are imperative. To create a strong resource requirement profile during change delivery, the criteria of capability, competency, and capacity related to the detailed task specifications from the change plan can prove invaluable. This process also presents a chance to identify resource-related risks and issues and develop corresponding mitigation strategies. Ensuring commitment from all organizational levels, from the Board to departmental line managers, in supporting the change resource requirements is a critical challenge and a potentially significant hurdle for successful change implementation.

4. Authentic, Transparent, and Flexible Change Management Planning Process

Most organizations employ a planning process, which can differ in terms of frequency, approach, and complexity.

There’s a significant potential for increased challenges in change management delivery when the current planning process is applied to organizational change management without a thorough, reality-based process review.

Regular operational activities follow established processes. However, any change management initiative is distinct from business as usual (BAU). Therefore, it’s essential to assess the suitability of existing planning and other processes as part of the initial stages of change management. This evaluation aims to ensure that these processes are appropriate for supporting both BAU and change management efforts.

However, this proposition can often overwhelm many organizations. As a result, there’s often an attempt to forcefully fit the change program into the existing planning and management processes. This approach might not yield optimal efficiency or effectiveness.

Any decision should be made consciously rather than relying on habitual choices.

Another important aspect to address to mitigate difficulties and challenges involves determining the level of flexibility or rigidity required for the planning process. This consideration is closely tied to the dynamic nature of most organizational operating environments.

If we view a plan as a valuable and necessary tool that reflects our best estimation at a given moment, then it’s logical that the plan and its associated components should be regularly reviewed, updated, and communicated. This should happen as the assumptions underlying the change plan evolve, driven by factors like PESTEL analysis and the changing dynamics within the organization.

This approach aligns well with an AGILE methodology for organizational change management. It emphasizes the importance of minimizing work in progress and prioritizes delivering valuable outcomes with agility.

5. Transparent Communication Process Enabling Easier Organizational Change

Consider this perspective: it’s not always necessary for everyone to possess complete knowledge in order for tasks to be accomplished efficiently. However, let me provide some context to this observation.

In certain organizational cultures, status might be linked to having a deep understanding of information. Unfortunately, such status associations can sometimes hinder the smooth flow of information, leading to a potential impact on the timely completion of valuable work.

For those working in the realm of change management, it’s essential to prioritize both the initial stages and ongoing evaluations of the change management communication process. This includes assessing the effectiveness of both the overall process and the individual components within it.

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

The effectiveness of alignment as a metric is limited because not all strategic objectives have equal importance.

Alignment of Strategies is Meaningless

Organizations don’t exist simply to exist. Every decision made within the organization should be evaluated based on its ability to achieve prioritized strategic objectives. This means that before considering any improvement initiatives, such as programs or projects, the organization must first determine how it aligns with its overall strategy.

This also includes determining the metrics and indicators that will allow for a fair assessment of its impact. As Tilley (1963) stated, “strategy is a representation of the organization’s goals and aspirations. Both the attainment of goals and growth as an organization are critical for successful strategy implementation.” This becomes increasingly relevant when considering that in 2020, only 52% of organizations achieved at least two-thirds of their strategic objectives.

Therefore, as Stephen Jenner says, “what’s important is not the alignment of strategy, but rather its ability to bring value”, particularly in terms of realizing benefits. Benefits are quantifiable improvements that help achieve one or more strategic objectives. It’s crucial for the strategy to be clearly defined so that these benefits can be consistently measured.

To put it simply, contribution refers to the role or impact of an individual or element in producing an outcome or facilitating progress. On the other hand, alignment refers to the arrangement in a straight line or proper relative positions (Oxford Concise English Dictionary 1999). Hence, determining the impact of each proposed spending within a portfolio on achieving strategic objectives is central to effective benefits management.

The saying “you can do anything but not everything” holds true in strategy implementation. Many organizations allocate resources, such as personnel, funding, equipment, materials, technology, property, and other essentials, on a large scale without having a clear understanding of their strategic priorities. Despite an organizational strategy being a crucial factor in determining the organization’s future in an evolving digital economy, if the organization is unable to achieve its strategic objectives, the strategy becomes ineffective and the organization’s purpose remains unachieved.

The purpose of strategy contribution should be to advance the organization and its business model toward its desired outcomes, such as growth or transformation. On the other hand, relying solely on strategy alignment is unlikely to bring about these results or deliver the desired benefits, and may even result in digital disruption, especially when resources are mainly focused on maintaining the daily operations of the business. For instance, Kodak failed to capitalize on the potential of digital photography, a technology it invented in 1975.

Boldly going nowhere

According to researcher Marcus Buckingham, “ordinary organizations play checkers while exceptional ones play chess.” In checkers, all pieces are identical and interchangeable. However, in order to win at chess, you must understand the strengths and weaknesses of each piece and why each one is unique. This means that strategy contribution should lead to the proper allocation of funds to various spending proposals, both in progress and planned, in order to reflect the priority and importance of the organization’s strategic objectives.

Merely mentioning “strategy alignment,” as is common among many organizations, particularly in program and project business cases, is not sufficient. Stephen Jenner suggests that a spending proposal can easily be aligned with any strategic objective without specific measures and metrics. Alignment alone is not a reliable indicator as not all strategic objectives carry equal weight. It is important to prioritize and rank the strategic objectives to show which are the most important.

Strategy contribution is vital because the purpose of portfolio and benefits management is to enable the accomplishment of strategic objectives, not just alignment. A portfolio may seem aligned to a certain cause by expressing belief in it and discussing it, but without taking any actual actions. In other words, “alignment” is a misleading term in performance management that leads to inadequate strategy implementation. To be comprehensive, the business case should include a benefits map and benefit profile that clearly explain how the proposed spending will contribute to the organization’s strategy and performance.

The major flaw in portfolio management is the widespread “checklist” approach to strategy alignment, which gives organizations a false sense of measuring the portfolio’s strategy contribution. This bureaucratic and externally imposed approach, also known as “tick-box culture,” creates a gap between official perception and actual outcomes and results. Too often, strategy alignment is used as a default excuse when the benefits of a specific idea cannot be clearly expressed. Essentially, strategy alignment is frequently cited as the reason why the benefits cannot be communicated more effectively.

This is the way!

According to the Praxis Framework, portfolio management involves the choice, classification, ranking, and improvement of an organization’s programs and projects to align with its goals and available resources for delivering benefits. A comprehensive portfolio and benefits framework should be established by every organization to provide a uniform and effective method for estimating the expected strategy impact from all work proposed for the portfolio. Mature organizations align their portfolio categories with the benefit categories defined in the benefits framework, which ensures the portfolio and benefit categories match and facilitates benefits identification and quantification. This also creates a fair environment for comparing business case options, evaluating investment opportunities, and prioritizing the portfolio, especially when optimizing the portfolio for maximum strategy contribution.

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com

Your chances of making the needed adjustments will increase if you follow these recommended policies and processes. The ability to objectively evaluate the culture of your company is also important.

Given the title, They sincerely ask the readers’ indulgence in stating that most organizations have some sort of written policy and procedure. The way policies and procedures are applied differ greatly between organizations. Making a positive organizational culture is an important aspect that is usually overlooked or underestimated. The influence of the current organizational culture and the transition to the culture needed to embed the intended change outcomes must be openly and transparently discussed in order to achieve this.

You have worked with organizations that are attempting to manage organizational change and will continue to do so. Most people are so afraid that they choose to ignore “the elephant in the room.” That is to say, everyone is aware that changing the current organizational culture will take discussion, agreement, and conviction. However, it is usually overlooked as people become preoccupied with “doing stuff.” This element of organizational culture has the potential to permeate all levels and functions of the organization. A misaligned organizational culture with the goals of the change program cannot be addressed by any policy or procedure and should not be.

It is nearly impossible to create policies and procedures that are 100% error-free. The organization must put up its best effort in regard to policy and processes. This is enhanced by an organizational culture that offers the necessary attitudes and behaviors for applying not just the letter but also the spirit of the policy and procedure.

It is impossible to overstate the importance of best-effort policy and procedure with the appropriate organizational culture, nor should it be minimized by “getting stuff done.” Without the proper mindset and behavior, policy and procedure are a substantial, if not the most important, factor in bringing about successful and efficient organizational change.

The types of knowledge supporting organizational change management, project management, and IT infrastructure are well-established and well-documented. Why are the ethical standards indicated in these and other bodies of knowledge not being upheld with knowledge, rigor, and conviction? They think organizational culture has a big influence. Here is one instance. Any organizational change must start with timely, accurate, consistent, and transparent reporting. The majority of organizations who are working on changes or other projects will claim that they have policies and procedures in place that address status reporting. The “watermelon reporting” issue will almost probably cause problems for these same organizations. What I mean by “watermelon reporting” is that they use a customized traffic light system or RAG to show what was planned against what was achieved. Everything green on the outside but red on the inside is called “watermelon reporting.” How often are reporting policies and procedures followed? The organizational culture and a deficiency in consequence management are directly responsible for the non-application or incorrect application.

Every organization is unique, whether in terms of its objectives, size, available products, or services. Due to the fact that each individual within any organization is a unique individual, they are all very different. There are a few basic areas that every organization can use, but they will need to be customized to suit best the organization’s resources and the change being implemented. Keeping with recognized excellent practices as they are is a powerful recommendation for any change management. Only differ from these when there is a very good reason, and then document the change’s need and expected benefit. Another suggestion is to set up a time for “front-end loading” at the beginning of any change program. This involves putting as many of the resources needed for success in place from the start. A strong risk and issue status is a key artifact for any written change policy and process if having everything in place is not possible.

Recommendations for policy, procedure, and application

From the Plan of Record (POR) through the different plan iterations and final delivery and approval of the commissioning Business Case, all of these should be documented and used to support the project planning process.

• Is there a realistic business case supporting the implementation of the change? Are changes to the initial Business Case under-documented version control as work progresses? This can be needed if it is decided to stop the project or program due to a change in circumstances.
• Existing definitions of the terms “policy,” “procedure,” “practice,” and “process” and how they should be used?
• Are there established, supported, and documented methods for using good practices? For example, what project management strategy should be used? Should the Information Technology Infrastructure Library (ITIL) be used?
• Is the AGILE Manifesto and SCRUM Guide to be followed, and is there agreement on what this means for application?

Here at CourseMonster, we know how hard it may be to find the right time and funds for training. We provide effective training programs that enable you to select the training option that best meets the demands of your company.

For more information, please get in touch with one of our course advisers today or contact us at training@coursemonster.com