McKinsey Describes the Steps to Changing Change Management
McKinsey reminds us that employee resistance and lack of management support are why 70 percent of change programs fail. This highlights the fact that change is personal, and success requires engaging individuals to act collectively.
While digital tools are widely used to improve customer-facing processes, the traditional approach to change management with internal processes is outdated. Traditional workshops and training classes have their place, but digital methods can enable organizations to engage individuals at a personal level to implement and accelerate change by focusing on these areas:
Provide just-in-time feedback – providing the right information when the recipient can act on it.
Personalize the experience – focusing on the role and contribution of the individual and how this contributes to the greater goal.
Sidestep the hierarchy – directly connecting individuals across the organization and geographies.
Build empathy, community, and shared purpose – enabling colleagues to share and see all information relating to the tasks, including impacts and informal commentary.
Demonstrate progress – communicating progress real-time so that individuals without a direct line of sight see what is happening
Charles Darwin stated, “It is not the strongest of the species that survive nor the most intelligent, but the one most responsive to change." The same is true in business. Developing the ability to change quickly is an organizational survival skill. In business, strength and intelligence do not guarantee survival.
Process optimization is about implementing change – changes in processes, skills, tools, and technology to improve performance and increase customer satisfaction. To be successful at implementing change quickly and at scale means engaging individuals, real-time.
Source: McKinsey & Company
