Why is Lean Six Sigma still a prominent business model in 2022?
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.
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.
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