5 steps to successfully implement organizational change management
Having a metals-specific tool that is agile enough to change as the business changes is critical to a successful future in the metals industry. But when looking to implement new technologies, processes, or objectives, leaders need to manage these changes in a way that empowers people to be at the center of it all.
The people who adopt new technologies, and their willingness and ability to adapt, are arguably the most important elements of implementing any innovation for a business.
Here are five steps organizations should take during a transformation and how the workforce is essential to each:
1. Define the change
Clearly defining and understanding the scope and purpose of the change is a critical first step to gaining buy-in from an organization’s leaders.
Without top-down enthusiasm for future goals and the process the organization will take to achieve them, any large-scale change is more likely to fail.
Whether it’s CEOs or project managers, leaders should see themselves as the communicators, liaisons, and advocates for change among their teams. They should be ready and able to clearly communicate the scope of the change and provide structure to sustain the main objectives.
2. Determine the strategy
Because the changes being implemented are unique to every organization, one-size-fits-all approaches won’t be effective. For example, the impact on a metals business of relocating office space is much different from the impact of choosing to implement an enterprise resource planning (ERP) solution.
Once leadership decides on the path forward, it is time to analyze and customize a plan based on the organization’s culture and preferences as well as the direction chosen. Identifying processes, roles, and constraints (such as technological gaps) is important to the organizational mission. Leaders should consider who will be affected along the way. This is an opportunity to outline key messages and align timelines.
3. Inform the organization
Once leadership has outlined the plan, it’s time to broadly share it with everyone involved and begin making adjustments where needed. How and when to communicate are just as important as the message being shared. Leaders must feel well equipped to deliver the message and should work with a dedicated resource team to help train teammates on new technologies and processes.
This is also the time for leaders to watch for signs of resistance and address those based on the informed strategy. If some team members are hesitant to work with new technology, use the opportunity to assess, train, or adjust accordingly.
4. Prepare for the future
Change can cause uneasiness, but with the right coaching and belief in the system, the benefits can outweigh the resistance. Prosci discovered that 80% to 100% of project benefits depend on people involved in a transition buying into organizational change management and changing the way they work.
After determining where the hesitations lie, an organization can use a network of change champions within the organization to continue to discuss, embrace, and sustain the change among colleagues. Using such champions allows an organization to take the message down to the floor level and to gauge a team’s readiness through informal conversations and preparation assessments.
5. Make the change
Once the pieces are in place to make the transition, leaders should remain in constant communication with their teams. This is an opportunity for leadership to reinforce the change and commend teammates for jobs well done.
When implementing a new ERP system, it is critical for the designated change management leader to celebrate team wins, reinforce strategic concepts, and perform one-on-one check-ins with team members to provide full support. Leadership buy-in is key to communicating clear expectations, boosting morale of the team, and implementing a successful project or system.
