Cheese is a metaphor for whatever is important to youthe way you do your job, relationships with other people, health,

peace of mind, etc.

The Quicker You Let Go Of Old Cheese The Sooner You Find New Cheese

Once people are convinced that change is necessary, and that the change vision is the right one, its time to move forward with implementation.

PROBLEMS
Success

X
Start

Rarely proceeds smoothly. No step by step march to envisioned future. Mistakes are made. External Factors upset schedules. Key people quit or transferred. Different groups forget to communicate with each other.

Implementation Problem
Implementation took more time than originally allocated. Coordination of implementation activities was not effective enough. Capabilities(skill and abilities) of employees involved with the implementation were not sufficient. Training and instruction given to lower level employees were not adequate. Insufficient support for change or unclear goals.

1. Support & involvement of key people 6. Communicate relentlessly 2. Craft a solid plan

Odds of Success

5. Celebrate milestone success 4. Develop enabling structures

3. Consistent behaviors

Enlist the support and involvement of Key People

Managers & Employees whom others respect

Individuals with key technical skills

People with access to vital resources

Informal leaders to whom people naturally turn for direction & advice.

Effective Team of Change Makers

Are enough of your companys key players members of the team? Does member of the team have:
Relevant expertise to do the job and make intelligent decisions? Range of perspectives and disciplines to do the job and make

intelligent decisions? Sufficient credibility so that employees and management will treat its decisions seriously? Demonstrated leadership skills? Capable of forgoing their personal immediate interests in favour of the larger organizational goal?

Who should not be on team

People with big egos:

Leave no space for anybody else to participate or

contribute. Dont always understand their own limitations & how it can be complemented by the strengths of others.

Snakes:
A kind of person who secretly poisons relationships

between team members.

Reluctant Players:
Lack either time or enthusiasm to provide energy to

team. Keeping them away may be difficult as some of them may have expertise or power team needs.

Craft an Implementation plan

What , When and How to do it

Its simple Its created by people at all affected levels Its structured in achievable chunks It specifies roles and responsibilities Its flexible

Support the plan with consistent Behaviors and Messages

Inconsistency in behavior & message send a damaging message- that management is either not serious about implementing change or unwilling to do its part.

Develop Enabling Structures

Pilot programs :

- Grapple with implementation and its problems on

a smaller, more manageable scale. - Test beds - easier and less risky

Training programs:
- Motorola and General Electric : quality initiatives. - Xerox :companywide benchmarking program in the mid-1980s.

Reward systems :
Adopt behaviors that produce rewards, and

abandon those that are not rewarded. Reward system must be aligned with the desired behaviors.

Celebrate Milestones

Change initiatives can be long and frustrating. Celebrating a series of short-term wins can:
Neutralize skepticism Provide evidence that peoples sacrifices and hard

work are paying off Help retain the support of senior management Keep up the momentum Boost morale

Celebrate short term wins

Treat change participants to a catered lunchand bring in an outside speaker who can talk about his or her companys success in doing something similar. Have a picnic. Take the afternoon off for a softball game. Recognize the deeds of exceptional contributors.

Communicate Relentlessly

Specify the nature of change:

how the change will affect customer satisfaction, quality, market

share or sales.

Explain why: reasons Explain the scope of the change even if it becomes bad news: No sugarcoating( layoffs) Develop a graphic representation of the change project that people can understand and hold in their heads.
Flowchart, graphic image

Predict negative aspects of implementation

Communicate Relentlessly

Explain the criteria for success and how it will be measured

Measure progress as you move forward and then communicate

that progress.

Explain how people will be rewarded for success. Repeat, repeat & repeat the purpose of change and actions Communication styles that is appropriate for audience.
Dedicated newsletters, events, e-mails, presentations.

Make communication a two-way proposition. Be a poster boy or poster girl for the change program.

Consultants
With respect to change initiative: Expert Consultants Process Consultants
Help to shape context of change: Which strategy needs to change? Which Structure? Which Systems?

Recommend processes for making change happen & implement them.

Consultants modus operandi

Diagnosis Capabilities assessment

Strategy development.
Implementation

Example

Introducing IT service management course

Urgency: increase in demand of ITIL & PRINCE2. Powerful change group to guide the change. Team structure is built & is ensured they have sufficient power to achieve derived change. Vision is developed. Communication of vision. Role model the vision. Empower the staff. Removing the policies and process that resist change. Create short term wins. Wins Rewarded Change embedded into culture.