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  • Jeffery Welter

Considering Change with PICOR: Identify

In this phase, your team is developing the foundation of your “elevator speech”. In a couple of sentences how will you describe your initiative to other interested parties or stakeholders?


Build a high-level process map listing the elements necessary to produce the change in the product or service.


This model requires you start in the middle by brainstorming processes relevant to the desired change and work to the right. Then move back to the left and complete the exercise. This high-level process map will provide a preliminary view of where interdependencies between departments or functions exist to execute changes. This will also verify if you have the right stakeholders engaged and where you may have work to do building a collaboration of support. Importantly, if a supplier fails to provide a necessary input the initiative will be at risk!


What measurement/metrics exists within the organization to determine a baseline performance level?


The right data used properly can propel your project forward by helping you make the right financial decisions, and more. When used incorrectly, it can seem like the choices being made by you or your team are falling short. If you don’t have what you need you may need to create your own data collection plan and implement a process to aggregate and report your information. This is a critical step in the process enabling you to demonstrate progress towards your goals it becomes a key part to your messaging. Determine who owns the data you need- how is it collected? Is the data qualitative that is descriptive in nature or quantitative that is easily ordered and ranked? Have you researched benchmark data of best-in-class organizations?


Create your business case!


Like any dynamic system, organizations look for stability and only change when they feel a compelling need to do so. Often that need is spelled out by a customer. Be specific and provide evidence in the form or either financial or statistical analysis, benchmarking, or best practices. Is the case for change a leadership mandate or a customer requirement? Identify potential priority conflicts as well as alignment and leverage with business goals and initiatives. As a team, brainstorm the answers the following questions:

  • What is the problem we are trying to resolve?

  • What is the business opportunity?

  • How are we addressing the problem?

  • What are the viable options available to implement the solution?

  • What are the risks associated with each option?

  • What is the risk of doing nothing?

  • What business value is generated from each option?


Communication leads to understanding, and understanding leads to engagement.


Craft a plan to effectively build awareness and understanding of the change initiative to create engagement. The communication plan should be driven by information from the tools previously used. This plan will guide you to inform and create a dialogue with key stakeholders to increase acceptance of the initiative you are trying to implement. In crafting your communication plan, consider what stakeholders you want to reach, your audience. Include focused key messages on what you are doing and why, the benefits and costs, what stakeholders may have to do differently, and what’s in it for the stakeholder. What media will be used for messaging, what is the frequency of your messaging, and who owns the process within your team? Did you know that highly engaged employees are 87 percent less likely to leave their companies than disengaged counterparts? This statistic highlights the importance of engaging and involving employees in the change management process.


References:


1. Combe, M. (2014). Change Readiness: Focusing Change Management Where It Counts. PMI White Paper. Retrieved 28 February 2021, from, https://www.pmi.org/learning/library/change-readiness-11126.


2. Eby, K. (2017, June 12). Free Lean Six Sigma Templates. Smartsheet. https://www.smartsheet.com/free-lean-six-sigma-templates


3. Stafford, S. (2020, January 5). The ADKAR Model. Change Managers. https://changemanager.ie/2020/01/13/the-adkar-model/


4. Ndukwu, D. (2020, March 18). 7 Data Collection Methods for Qualitative and Quantitative Data. KyLeads. https://www.kyleads.com/blog/data-collection-methods/


5. Courtney, F. (2019, September 20). Change Management: 3 Reasons Why Training Supports Organizational Change. ELearning Industry. https://elearningindustry.com/change-management-3-reasons-training-supports-organizational-change


6. Communication Checklist for Achieving Change Management. (n.d.). Prosci. Retrieved March 4, 2021, from https://www.prosci.com/resources/articles/change-management-communication-checklist


7. Cheney, J. (2020, August 27). The Top 5 Ways to Operationalize Change. Think Up Consulting. https://thinkupconsulting.com/the-top-5-ways-to-operationalize-change/

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