Getting to workRoadmap
As mentioned, a huge amount of joint experience. And still learning! Together with our Belgian and French colleagues, we have kept our working method up-to-date since 1999. Thanks to:
Bart van Ierschot (INT)
Els van der Linden (INT)
Victor Mirovic (INT)
Koos van Raalte
Joost van der Sluijs (INT)
Rienk van der Vaart
Frank Verberck (NL/FR)
Patrice Wellhoff (FR)
culture, attitude & behavior
We know, and are still learning…
The step-by-step plan:From line management, we will set up project management. The first step is to set up the phasing. The timing of the entire process is crucial. Often a change process has already started. Often parts are not completed properly, it is a matter of checking whether these steps have indeed been completed. The risk here is unnecessary resistance and polarization later in the process. The successive phases are listed below. The culture / attitude / behavioral elements are in bold:
A. The “GAP-analysis”, determining and deregistering:
Understanding and insight into the situation, explanation, justification, from the ‘authority’, here begins leadership. What is “not” said; others say ‘you knew that anyway’, openness & trust and being in contact are therefore literally walking along in the relevant business unit, the Gemba, experiencing yourself and being visible. Nothing is solved with meetings (only), this is quickly too abstract, making ‘real’ contact, that’s what it’s about. The changes include:
- Working methods
- Management and hierarchy
- Organization chart
- Working relationships
- Behavior & Habits
B. The “solution” to be developed by the various stakeholders?
- Who are the stakeholders and to what extent?
- The idea that all stakeholders go along with “what to do”.
- Agreed on the gap, everyone
- Quartermaster should be the / an authority: … / …
- Informal leaders should also be present
- Repetition of the message is an important phenomenon
- Attention for the “peers among each other”, primus inter pares
- All questions solved, to be submitted at multiple times
C. The integration of B in the larger, as yet unchanging, whole. Overall communication with attention to all stakeholders in the entire chain. Preparation for relevant training.
D. Controlling the deployment of the training / coaching in an integral setting via critical success factors
1. Result related training
2. Process related training
3. Attitude and Behavior related training
E. Consolidate again.
timing, momentum, lead time
The phenomenon of time. The planning, even though it changes almost constantly, the various phases at the various levels, adoption time, integration time, complexi time, process time. You need to be very aware of this, with and without influence …
With almost continuous changes today, determining the scope is very important. Not too big and certainly not too small. The scenario analysis participants must also be carefully compiled.
The various stakeholders involved can be, for example, the shareholders, also customers, of course the current staff and also the new growth. All people, groups with different cultures, ways of thinking and needs. Insight into these different contexts influences the change process.
When can a project be transferred? The behavioral element is not ready after transfer to the line. Maintenance may still be necessary for months. Perhaps we should not lose sight of smaller incidental actions.
Staying in touch with stakeholders is almost a precondition!