Managing Change 101: Implementation

Blog Post Enabling Successful Change

Strategy Execution

In the first post in this series, we uncovered why a majority of change management initiatives fail, and why organizing an aligned coalition of leaders to engage all the defined commitments of your strategy is the first step in achieving success.

Once you’ve formed your coalition, they need a system — and structure — by which they will operate; one to manage all aspects related to the undertaking at hand.

This implementation process must consist of two variables:

• It must be unique and/or proprietary
• It must address implementation before, or as part, of the overall change management initiative

Success By Design

The coalition you’ve charged with overseeing and managing the success of your change management initiative is, by nature of group dynamics, filled with different personalities and skills.

Therefore, when building a process for implementation, you must rely on the operators to share and incorporate their concerns, inputs — and even possible breakdowns — into the design of your implementation plan.

Many successful implementation strategies follow a common format:

• Assess and initiate
• Plan
• Design
• Implement
• Close and celebrate

Many unique variables will be tracked within your implementation plan — from transforming culture and behaviors to monitoring and realizing value.

Evolution of Design

Furthermore, your implementation plan should also include regular measures for your coalition to discover and resolve breakdowns as a standard practice. Remember back to the statistic that said 42 percent of change management initiatives fail because of “limitations of existing systems?” Don’t let the implementation system you design and deploy be a limiting factor.

With an implementation plan designed, you can understand and address the origins behind one of the largest obstacles coalitions face: Resistance to change. We’ll explore this in our next post: Managing Change 101: Part III — Overcoming Resistance.