Successful Implementation: Create Elite Change Agents

What is the secret to driving change?

“Start earlier” was a response I used to give to managers who asked the secret of Organisation Development (OD) and change implementation.  Now, I would state that starting earlier on a major change management process may give the edge but the real secret is to develop an internal resource that drives change itself. 

Internal managers driving change 

Suspend your judgement about your current organisational capability for just a second.  Imagine what you could achieve in your organisation if you had an elite group of managers who were not just skilled in change techniques but who also had the skills to persuade, influence, cajole, educate and negotiate with others to develop and implement changes.

Imagine what they could achieve  to drive ownership for the change without complaining or being negative.  Imagine what your organisation could achieve if it was the “aspiration” for those in the organisation to become a select member of this elite. 

You are the Intrapreneur

Now, imagine that the business you work in today was your own business. you are the Intrapreneur -  Its success or failure would show up on your personal bottom line.  And now ask yourself, “would I commit to developing a high rating managerial cadre who you could help drive home and implement the most difficult but necessary changes within the next few years?” 

The answer has to be yes.  Now ask yourself,  how committed is your current organisation to equip itself with the ability to master and implement changes much faster than your competitors?  In other words, how committed is your business to develop real change makers? 

How are we doing in the change stakes against our competitors?

The reason I ask these questions is that most organisations do not equip themselves for driving change.  As many as 95% of organisation change initiatives do not achieve the synergies for which they were designed.   Most change is unsuccessful. 

Our research suggests that the majority of companies feel that real change has taken place if a mere 25% of recommendations are implemented!

To add to this reality ask these questions of your current business:

• What percentage of change initiatives have been perceived as no more than “fads” and never implemented to achieve tangible bottom line results?
• To what extent have necessary changes been introduced that lead to clear and significant improvement in business performance?
• How cynical are your staff and your mangers to the “current” and, more importantly, the “next change initiative” you expect to introduce?

If the answers are generally negative, your “change management” competency is in doubt.  However, if you commit to develop “change implementation” not “management” as a core competency for all your managers, including technical specialists, you will be on the road to creating a strong self sustaining force that will project you far beyond your competitors. 

While the competitors are still sending their managers on training courses in “time management”, “team building” and “communication skills” your staff will be well equipped in understanding and implementing the dynamics behind  “change implementation”.  

With an organisation composed of enthusiastic, “fired up change makers” it is difficult to come second in any competitive event.   Why haven’t more organisations chosen that route?  Most people would if the business they worked in belonged to them!