在当今世界，企业面临的现实是变化是持续的和不可避免的. Building change resilience 可以 help 你r organization stay ahead by embracing true top-to-bottom business transformation.
更快的交付模式, new technology and rapidly changing conditions exacerbated by the COVID pandemic require today’s businesses to operate in a state of constant change.
《澳门赌场官网》杂志 他在2020年4月指出, 微软的CEO说, “我们在两个月内看到了两年的数字转型.” Organizations must build change resilience to keep up with this new normal while avoiding employee confusion.
在这篇博客, we’ll explore a few important yet often-overlooked organizational change management (OCM) components 你 need to have in place to thrive through transformation, 以及它们如何实际工作的例子.
您可以将转换项目分解为多个sprint并跨越数周, 数月甚至数年. Change takes time, while new technologies and disruptions are emerging at a faster and faster pace. 在当今世界，频繁 业务转换 都是必不可少的，那么我们如何在不造成疲劳的情况下使它们变得更容易呢? Developing a 改变的故事 offers a way to help mitigate negative reactions to change by preparing stakeholders for the long haul.
在宏观层面上，你的 改变的故事 回答什么在变化，为什么在变化. 除了, this story should speak to who it impacts (stakeholders) and how and when the change will occur (change journey). 你的改变故事也是你电梯演讲的基础, and 你 should develop it with active engagement and input from the Scrum master and leadership.
一家大型消费品公司想把产品扩展到客户. 转型工作包括与多个收购相关的多个项目. 他们想出了一个改变的故事:
- 概述了一个新的组织，该组织将使用一个采购订单, 一张发票和一辆卡车运送更多的产品.
- Considered stakeholder sentiments towards the change by documenting what the individual milestones would mean to them.
Sharing 你r 改变的故事 to all impacted stakeholder groups built employee resilience for the transition throughout the multi-year program to successfully implement 你r business’ desired results.
用户描述通常描述用户的角色, associated actions and the value they deliver at the individual stakeholder level in simple language. This helps ensure 你r team understands the business’s sought value and how it wants to operate. This approach allows 你r team to walk in the stakeholder’s shoes within a particular business scenario.
从OCM的角度来看，用户故事有助于完成变更影响评估. 这个详细的评估列出了每个关键更改的描述, 程度的变化, 改变的促成因素和障碍以及每个影响角色的其他要点. 变更影响评估对于获得“它对我有什么好处”(WIIFM)消息至关重要. The assessment (along with user stories) then drives the development of stakeholder specific engagement strategy.
An 关于变更管理的文章 福布斯教练委员会指出, “领导者经常最小化变化或, 更具体地说, 改变对敬业度和生产力的影响. Leaders have had much more time with the change and have rationalized the impact of the change for themselves.” A change impact assessment (along with user stories) 可以 help 你 avoid overlooking the effects of transformation on 你r employees day-to-day and drive the development of a stakeholder-specific engagement strategy.
Example: A leading insurance organization understood what a new regulatory change meant for their policies but needed to understand what the change meant to the thousands of agents across the country. They conducted a change impact assessment based on the user stories and grouped agents into tiers:
- Agents in the first tier were heavily impacted and warranted a high-touch engagement model with direct support.
- Agents in the lower tiers were less impacted and warranted only basic 交流和培训.
Collecting user stories and allowing them to guide this approach resulted in over 95 percent of agents surveyed agreeing they had the support they needed to handle the regulatory change.
通过转换中的多个部署和里程碑, 对于组织来说，视野狭窄是很常见的, 只关注和谈论即将到来的变革. 同样重要的是，要沟通组织内部将发生什么变化, 同样重要的是，要强化那些不会发生的事情.
那些不变的东西, 比如日常活动, 组织结构, 目的和任务, 公司政策或非正式网络, 能否成为稳定和集中员工的锚. 这些锚点有助于减少伴随多重变化而来的压力和焦虑.
Example: A commercial real estate technology consulting firm decided to transform its operating model. 他们想要从一个孤立的, 从以产品为中心的组织转变为以功能为基础的组织, 全局集中的服务组织.
- 尽管所有的变化, leadership regularly reminded the employees to stay focused on providing quality services to their customers while the organization defined and implemented changes around them.
- Leadership also spoke of how the work itself was not changing – they were only changing the way they were organized and how they would go to market.
This approach resulted in employees focusing on quality delivery instead of the most recent 组织公告.
改变人们的态度和行为不是你总能在几周内完成的事情. 这可能需要几个月甚至几年的时间. 经常, sprints are boxed between one-week to one-month timespans that do not allow the necessary time to gain the support of impacted stakeholders.
因为这个原因, it is important OCM activities continue to reinforce the future state behaviors through continued leadership engagement, 交流和培训, 以及更新职位描述和利用绩效评估, 必要的奖励和其他鼓励.
Example: A pharmaceutical manufacturer went live with a new process and tool for quality management. When the first quality issues arose post go-live, the staff did not use the new process or tool. Instead, they executed the old process by going to the nearest quality booth to report the issue. 在那个确切的时刻，变更管理方法的战术执行开始了.
质量代表向员工展示如何在新工具中记录问题, 对增强的可视性滔滔不绝, 突出了最新的功能，并分享了如何保持更新的门票. 每个人的行为都发生了变化. 这种方法导致质量代表致力于调查, resolving and eliminating quality issues instead of simply logging them because they intentionally reinforced the change even after go-live.
哈佛商业评论最近的一篇文章题为 如何带领我们度过指数变化的时代 指出，“尽管我们很可能认为2020年是一个反常现象，但它可能不是.“随着更多类似敏捷的交付模型和新的创新, 变革的步伐可能会继续加快, 让变化弹性变得至关重要. A thoughtfully designed and executed OCM strategy – emphasizing the four components above – will increase stakeholder adoption and value realization from 你r ever-growing list of projects and company initiatives.