Integration Promote integration of functional units. Implement integrative mechanisms, such as cross-functional project teams, to promote cross-functional communication and collaboration. Processes are sets of sequenced activities that produce an output. They define how products become produced, how services get delivered and how information is distributed and used. Process change often involves the introduction of new technology.
When aligning processes, consider:
The technology trap New technology does not solve problems on its own but, rather, supports integrated change initiatives that begin with new visions and strategies.
Training Be sure to support new processes with technical training if required.
Consolidate gains
SPHERE
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A L I G N K E Y S TA K E H O L D E R S
E N G A G E O R G A N I Z AT I O N
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ACT Take action. 6
CONSOLIDATE Consolidate gains. 7
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UNDERSTAND Understand the need for change.
ENLIST Enlist a core change team.
ENVISAGE Develop vision and strategy.
MOTIVATE Create a sense of urgency.
COMMUNICATE
Communicate the vision.
By the time organizations reach the Consolidate Gains stage, the change program has been alive in the organization for some time. Employee stress at this stage is caused less from uncertainty and more from burnout. Employees struggle to maintain motivation despite workload demands caused by the implementation of large projects and the learning of new skills.
At this stage you must work hard to maintain the momentum of the change effort through proper pacing.
Plan for quick wins Start small. Maintain momentum by celebrating the attainment of realistic short-term objectives before setting tougher goals. Follow quick wins with new targets Change implementation should continue until the entire organization is aligned around the new vision and strategy: every system, structure and process must be aligned. Don’t celebrate quick wins as absolute victories. Rather, use them to set up the next- more difficult-round of implementation projects.
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