The foundation of the house is the change management framework, the tools, techniques and skilled changeleaders who are familiar with what is involved in change management, which makes it possible for them to makethe right choices for the organisation involved. There is no silver bullet; the truth is that no one technique will work
in every scenario. The change manager‟s toolbox should include appreciative inquiry, collaborative loops,
balanced scorecards, six sigma processes, whole scale change plans and so on.
Trust, employee engagement and social networks form the floor of the house. They utilise organisational socialstrengths and intellectual capital in designing and developing employee-led change. Trust is multi-dimensional:trust in the executives to articulate the true organisational problems (without corporate rhetoric or spin), trust inthe change leaders to lead in such a way that the outcomes desired are achieved and trust in the employees toown the change. The clear objective is to eradicate hidden agendas and information asymmetry throughopenness. Employee engagement gives employees a voice, and managers need to be open to listening toemployees.
Executive sponsorship, commitment, communications and stakeholder management form the walls of the house.Although a key success factor is ensuring executive sponsorship, that does not imply top-down driven change(although in some scenarios, for example, short-term survival, this may be necessary). Rather, it meansexecutive voice and support in the organisational power and political structures needed to make certain that theresources for bringing about change are available. Communication needs to be targeted, appropriate and timely
and it needs to resonate with the audience.
The heart of the house
The heart and soul of the house is the organisational culture. It is critical to create a psychology within theorganisation that makes it seem logical to all to adopt and execute the strategies needed to bring about change.The selection of execution strategy must be cognisant of the organisational culture and psychology that exist
today as well as where the organisation wants to be. That is, it‟s important to get people thinking about the future
state of the organisation, the one that frames the vision of its leadership.If all of these elements are put in place in the right way, they can turn the bricks and mortar of the house into ahome.
If the changes needed are to be made
a tight time frame is important to ensure that thosewho do not buy in and those who, out of fear, actively oppose the change do not have an opportunity to thwartthe process. Given enough time and no clear visible and emphatic actions, the resisters can undermine theprocess in subtle ways. To avoid that, it is important to make it clear that management is determined to make thechanges, that employees receive information about why the changes are needed and that they be reassured thatthey will have an opportunity to be trained in the new processes.I have found that a good time frame for action is 100 days from the beginning of the process to the firstdeliverable. To be successful, that time period should focus on participative interactions with executive sponsors.It also should include the identification and development of change groups to determine the outcomes desired interms of goals, relationships, behaviours, systems and processes. And it must address the development of themethods and mechanisms that will be used to monitor the sustainability aspects of change.
Those first 100 days should be broken down into four phases that tie directly to the leader‟s agenda for this