Change, Transformation and Organisational Context (Part 2)

And the Kotter change accelerators also remain the same:

Create a sense of urgency

Build a guiding coalition

Form a strategic vision

Enlist a volunteer army and communicate for buy-in

Enable action by removing barriers to change

Create short-term wins

Sustain acceleration

Institute change

The most technically and strategically sound initiative will fail unless an organisation’s stakeholders buy-in to it, the executive sponsor is committed to it, and the momentum behind it is maintained until it’s fully instituted within the organisation.

And this translates to almost any change initiative, because effective and sustainable change is about people, first and foremost, regardless of the scale of the program.

Having committed to the principles and accelerators, then a business model canvas (BMC) and customer value mapping (CVM) and project management canvas (PMC) are ideal collaborative tools to help stimulate innovation and ideation within the creative network of the organisation.

Our go-to resource in this context is StratNavApp.com

A PMC is very similar in construction to the BMC.

Let the thoughts flow – these canvases are remarkable in their ability to assist teams in developing ideas, concepts and benefits to create the delivery of a shared strategic vision.

Other strategy models and tools can, of course, be applied as and where appropriate.

It’s also important to stress that the use of the word “project” does not constrain the method of its delivery.

Project Type:

Continuous Improvement:
Not suited to project management techniques.
Use PDCA (Plan, Do, Check, Act)/Gemba Walks/Kaizen/MBWA (Management By Wandering About)

Project Management:
Waterfall
Agile

Program management & Mega Projects:
Hybrid

Transformative initiatives:
Ideation or Lean start-up (“learn-fast, fail-fast”, “build, measure, learn, pivot”)

Remember:

“A strategy is the central rule of a framework, designed to unify all decisions and actions around busting the bottleneck to achieving aspirations.” Peter Compo; The Emergent Approach to Strategy; Business Expert Press.

“The domain of leaders is the future. The work of leaders is change. The most significant contribution leaders make is not to today’s bottom line; it is to the long-term development of people and institutions so they can adapt, change, prosper, and grow” and “Leadership is everybody’s business” Jim Kouzes, Barry Posner, Ph.D.; The Leadership Challenge; Wiley.

Equipping your organisation to rise to, and benefit from, the immense opportunities afforded by the paradigm of continuous change, whether your entity is commercial or public sector, is the challenge before its leadership.

Seize it.

What are your views and thoughts – let’s discuss!

Barry Eustance CMgr MCMI
Kotter Advanced Change Leader Certified
Principal Consultant – The Sixsess
Consultancy
Empowering Clients to Seize Opportunity
from Change

https://sixsess.org
 

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