From the author:
Without commitment, any change initiative is doomed to failure. The cause is often the so-called self-fulfilling prophecy: The fact that employees and executives believe that the initiative will fail ultimately leads to failure.
There is no change dynamic in the Company, In order to create these, a sense of urgency must first be created. The support of the management is not enough. The best change initiative will fail if not everyone joins in!
Urgency is the basis for sensible changes in the company. The urgency may vary for each person.
For all, however, whoever does not feel an urgency does not react to it either. This is also the main reason why projects in a company often have to be put on hold.
Empty promises against realistic expectations
In order to bring about change initiatives, executives often promise unrealistic results. The fact is that the project does not even yield the promised results after months or years of hard work.
Through these empty promises, employees lose confidence. If such a thing grows, a culture of suspicion is systematically generated. Once lost, confidence is very difficult to restore. However, it is always worthwhile to work on it - by putting realistic expectations, communicating progress and clearly showing that the expected results are very likely to be achieved.
With the CORE approach in 6 steps to success
Any change initiative will only be successful if the people in the organization are willing to trust this solution permanently.
The so-called CORE (Cycle of Results) approach has been developed by ProChain Solutions, in order to build up and maintain this trust. When the CORE approach is combined with the best solution components, this leads to a successful and long-lasting implementation. This way, you can avoid basic causes of failure:
- emergencies: To avoid lack of urgency, it is important to find or develop common urgency through learning and analyzing.
- Lack of readiness: By defining and communicating realistic expectations through a common vision, a lack of willingness can be avoided.
- Engagement: The involvement of key persons during the planning process creates commitment to the initiative.
- Inadequate solutions: Implementation creates added value and solves problems such as poorly defined results, an inappropriate implementation plan, insufficient resources, or insufficient involvement of key personnel.
- Added value: By evaluating and measuring the added value, the inability to communicate it is stopped.
- Stamina: The CORE cycle must be continued continuously to ensure long-term changes.
Minimize changes to the essentials
Unfortunately there is no patent solution for changes in the business environment. It is an inevitable consequence of the business activity. However, there are a few important implications: On the one hand, the management should carefully handle additional changes in the midst of a change initiative in order to be able to control them.
Second, no new change initiatives should be started before the old ones have been assimilated. Finally, no key people should be transferred within the organization without considering the impact on the initiatives. Basically, it is better to have fewer changes and these are reasonable.
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