Wie können Sie eine maßgeschneiderte strategische Veränderungsinitiative entwickeln?

Even if assessing the current state (starting point) is the first phase this should not be regarded in isolation from the future state (end in mind). Exploring the current state needs to be done with the end in mind almost like a guiding light. Assessing the current state in a realistic way is almost like getting on the scale after holidays - it can be brutal, scary but and absolutely necessary as reality check - it needs to be done with courage, honesty and openness to accept the areas of development and need to evolve.

Baseline: it is not possible to evaluate change until a barometer of where organisation is at pre-intervention. Selection of metrics should be same before and after.

Having led key strategic business initiatives that bring value in & drive cost out for business in the past 4 years with very tangible results and impact, I can boldly affirm that assessing the current state is crucial for developing and managing any strategic change initiative. It provides a clear understanding of where the organization stands, identifies areas for improvement, and helps define goals and objectives. One effective first step is conducting a comprehensive analysis that includes gathering data, engaging stakeholders, and assessing existing processes, systems, and resources. This initial assessment sets the foundation for developing a tailored change strategy that addresses the organization's specific needs and challenges

Before performing tailored strategic change management one should ask correct questions to the client . This will help in understanding current state. And once visiting client in person and reviewing processes and understanding business model and cultural fit will help to plan the change management activities accordingly.

In my opinion, we must begin by examining our current situation, starting from the grassroots level. This means conducting a thorough assessment of our community, district, province, and ultimately, national government. Just as we assess from the bottom up, our solutions should also be developed in the same manner. Ultimately, our work and decisions impact our community, so it's crucial to ensure that everything we do serves the people and benefits our community.

Embarking on a strategic change journey? It's more than just envisioning the destination; it's about charting the course with precision. Picture this: leveraging insights from the current state to sculpt a vivid portrait of the future. By defining SMART objectives aligned with strategic priorities and customer needs, you're not just initiating change – you're orchestrating a symphony of transformation. Remember, it's not just about the plan; it's about igniting a spark of inspiration that fuels stakeholders' commitment. #StrategicChange #SMART

Defining the desired state involves articulating a clear vision of where the organization aims to be after implementing the strategic change initiative. This requires aligning the vision with the organization's mission, values, and strategic objectives. Leaders must articulate specific goals, outcomes, and metrics that signify success in achieving the desired state. It involves envisioning the future state of processes, systems, culture, and performance, considering factors such as customer satisfaction, market position, operational efficiency, and employee engagement. By painting a vivid picture of the desired state, stakeholders gain a shared understanding and motivation to work towards achie

Once the current state is assessed, the next step is to define the desired state. This step involves articulating a clear vision and objectives for the change initiative, ensuring alignment with the organization's mission and strategic goals. Stakeholders are engaged in the process to co-create the future state, and measurable outcomes and key performance indicators are established to track progress.

Objective Key Results ("OKR") - developed by Intel - help to both qualify and quantify desired state. OKRs also ensure a shared vision of what the desired state looks like and why. OKRs should be mapped to current state key performance indicators ("KPIs"), and as noted, be specific and actionable. As it is likely that the change required to reach the desired state will impact technology, processes, people, and culture, discrete metrics should be developed across all factors. Unfortunately, many, if not most, underestimate the impact of culture. Are you an organization with a "learning and growth" culture? If not, you risk sub-optimal results. Change does not only require a shared vision, it requires new skills for new ways of working.

Defining the desired state has to be done since the beginning of the assessment, because ideally, while identifying how the current status is performing we'll be able to have clarity about the gap between where we are and where we want to be. While this will allow us to start having an idea about the strategies, it will also allow us to determine how we will implement those strategies.

A detailed plan of change actions is developed with the desired state defined. This plan outlines specific initiatives, timelines, responsibilities, and resource allocations required to bridge the gap between the current and desired states. By breaking down the change initiatives into manageable phases and stages, organizations can facilitate execution and mitigate risks effectively.

As with the design of the “to-be” state, planning and strong programme governance (to maintain the plan) is vitally important, however, so is the design of the adaptability processes to predict where possible, react where not, to the changeable landscape and inevitable delivery challenges. This is where a strong, collaborative delivery team comes into its own and an experienced delivery lead who can navigate the programme and motivate the team to adapt to the inevitable challenges along the way. This team needs routine and robust communication channels into the Executive team and across the organisation to ensure the change status is understood and where the efforts need to be directed.

Change, the transition from one state to another, is fueled by the necessity or desire for betterment, mobilizing sustainable energy for its continuity. It begins with the awareness and aspiration for change, followed by a clear definition of the targeted goals. Strategic planning, with SMART actions, is crucial: without realism, change fails. The final evaluation must be rigorous, yet constructive. In organizations, achieving change implies sharing its meaning and expected short- and medium-term benefits, thus ensuring buy-in and a shared vision.

Planning the change actions involves breaking down the strategic change initiative into actionable steps, assigning responsibilities, setting timelines, allocating resources, fostering communication and engagement, managing risks, and monitoring progress. By carefully orchestrating these elements, organizations can navigate the complexities of change and increase the likelihood of successfully achieving their desired outcomes.

The analysis and setting of objectives are fundamental phases, but good planning is decisive, establishing work packages, tasks within these packages, resources, responsible personnel and a contingency plan.

For my area (in the context of ERP system implementations) I recommend establishing a communication plan that keeps all stakeholders informed and engaged throughout the ERP implementation process. This should include regular updates on progress, training sessions for users, and channels for feedback. Addressing concerns and providing support during the transition can help mitigate resistance and foster a positive attitude towards the new system.

9 out of 10 Change Initiatives fail at the Communication hurdle … It is not enough to have a great strategy, execution and technology. Change must be understood and accepted. Change is a mental journey in the minds of those who need to change. The best roadmap for this journey is a comprehensive Communication Plan. It all starts with hearts and minds. People need to understand the case for change, the big prize to change for, what it means for them personally, what the benefits are, what will change and why, how challenges and fears will be addressed, … and what the shiny uplands will look and feel like when they reach the destination. So Communicate, Communicate, Communicate … if you want change that sticks & achieves its goals

It is far and foremost important to identify the right stakeholders and tailor communication to their specific needs. This also includes various means of communication, events and incentives for change

You also need to align your change roadmap with stakeholder's needs and interests. When communicating vision and objectives, aim to tailor the messages to translate the purpose of the change to how it aligns with these specific needs and interests. Stakeholders will provide better support for your vision when they know what's in it for them.

Communication and engagement are critical throughout the change process. A robust communication strategy is established to keep stakeholders informed and engaged, fostering open dialogue and addressing concerns and resistance effectively. Building a coalition of champions, empowering leaders, and changing agents to communicate the vision and inspire enthusiasm is a critical element of this step.

One of the most important aspects is active support from managers. No matter how sophisticated the strategy is and if there is no support from leadership, the change project is often doomed to failure. That's why I like to add the active involvement of sponsors from start to finish to every customised change initiative.

Securing strong leadership support is crucial for driving any change initiative. Executive sponsors can provide the necessary resources, resolve conflicts, and champion the benefits of the new ways of working. In the context of ERP implementations, I recommend encouraging a mindset of ongoing evaluation and enhancement of the new processes. As your business evolves, so too will your needs. Regularly review system capabilities, user satisfaction, and business process alignments to identify opportunities for further optimization.

Stay away from big long-term plans, stay nimble and in beta. Ideally we should be learning in action - together. This requires trust.

Actually, I have a little different thought based on experience. 1- I have found you need to understand the change saturation in an organization. If an organization has been going through various changes, e.g., new technologies, restructuring, mergers, etc. The idea of another change may not be palatable to employees and leaders alike. 2- Personally, I have found defining the “Burning Platform”, (reference Kotter) is critical to beginning a change initiative. 3- Additionally, I would respectfully say defining the vision should come prior to assessing where you are. This can keep the change forward facing and not looking back.

Continuous training post implementation of change, monitoring and mentoring is a MUST. Change does not finish at communication and engagement. The buy in normally comes in much later at the grass root level