Phases of change: A closer look at change

Companies of all sizes and in all industries face multiple challenges. Speed, flexibility and agility make the difference between success and failure. In order to stay ahead of the international competition, resourceful leaders rely on agility, far removed from command-and-control principles and entrenched structures. "However, simply dissolving all internal frameworks without any guidance and acting absolutely freely will not get any company anywhere," says agile expert Dagmar Hebenstreit. "Of course, a rigid corset doesn't fit all companies; one-size-fits-all is exactly the opposite of agility. However, certain steps count for change in every company. They provide good orientation." The Agileus co-founder explains which hurdles need to be overcome.

The phases of change

Change projects resemble a matrix. They consist of successive project phases such as analysis, concept and introduction. The individual change phases are inserted into these project phases. However, this does not always end well. A typical course for a dangerous change: in the first part, the project receives a lot of encouragement and makes great progress in the first six months until the concept is completed. This is often followed by longer waiting times and loops in the approval process in the second part, triggered by management's growing awareness of possible consequences and pitfalls. In the third part, the first implementation gives the project new momentum until, after around 14 to 18 months, attention wanes in the fourth phase. This happens when the project exceeds the management's scope of interest and they turn their attention to new issues. Unresolved organizational obstacles and thus a failure to experience the full potential intensify the effect.

Possible consequence: questioning the entire change. This is the critical point that needs to be overcome in order to implement the change sustainably.

To ensure that change can grow sustainably in companies, managers need to pay attention to these five conditions:

1. Create awareness

People are extremely reluctant to leave their comfort zone. They only accept change when there is no longer an option for the familiar. Various large companies have failed to change due to a lack of pressure to realize what they were doing. The search for convincing reasons for change is therefore at the forefront: Why does a change need to occur? Is the pressure to act great enough? Transparency and clear communication of the reasons should be the most important prerequisites for creating awareness within the organization.

2. Work out motivation

Change is not only costly. It has consequences in terms of organizational and collaboration structures or responsibilities. This phase relies heavily on the managers, sponsors and stakeholders of the change project. Attitudes such as "Wash my fur, but don't get me wet" threaten to nip any desire for change in the bud. Is the organization, above all the management levels, ready for this? Measures such as consultations and workshops should clarify fears and expectations, define a common goal and determine the procedure. The fundamental question is: What motivation is driving the change? This is where the transition between formulating the vision and launching the Agile Transition Team begins.

3. Determine knowledge

A change requires methodical competence as well as the ability to design the target image and structure it down to the last detail. The ability to plan strategically and the ability to implement operationally are indispensable. What knowledge needs to be built up in the teams or the organization in order to function in the new structures with the new way of working? What know-how does the transformation require? Who do we need on board? Ideally with cross-functional members, employees from the departments to be transformed and the interface departments from different hierarchical levels drive the change from within as an agile scrum team. They are supported by at least two external consultants and usually a Scrum Master.

4. Exploring opportunities for change

In this phase, cooperation and communication structures need to be revised, as well as the management role, for example through a different planning approach and changed reporting. What framework conditions need to be considered that cannot be changed? Which processes or structures need to be adapted for sustainable change? This phase is characterized by the development of skills and new roles.

5. From concept to trial and error to habit

Grit your teeth and pull through - change is a never-ending process. Even after the external supporters have completed their project, change continues internally. This is because new expansion stages and topics that were not previously on the prioritized agenda come into focus over time. The question that needs to be asked again and again is: How are the first steps in the new setup being received? What is the feedback? In order to make everyone aware of the transformations that have taken place, it is worth measuring success, for example using KPIs. Even small advances and partial successes should be celebrated and provide regular proof of concept.

The important thing is that change succeeds through a two-way implementation - top-down and bottom-up. Without the support and active involvement of the management levels, every change hits a glass ceiling. Potential is not fully realized and teams become frustrated if they do not make progress. Without the involvement of senior management, change will not be accepted and supported. Leaders see resistance and critical feedback as an indicator of the need for improvement. Objective reasons should be isolated and clarified. Then the fears behind the resistance do not influence the change that makes the company future-proof.

Source: www.agileus-consulting.de