In my many conversations with colleagues from all around the globe, it is not uncommon for a recurring topic to surface around the struggle people have in getting traction and buy in when implementing change.

Implementing change can be tough, but there are a few things that you can do to help make it go a little smoother. Before we launch into thinking about that, when we are commencing any sort of change it’s important to establish a core foundation, beginning with communication. We must communicate and explain to impacted parties why the change is being made. This is fundamental to all successful projects and at times we simply assume that this is so obvious that we don’t need to explain it, but we do!

Change takes time, money and managerial commitment. All three, not two, not one, three.

Now that we have the three core requirements identified and on the table in front of us, ask yourself why you would go through with all of this (particularly on larger and more complex projects) unless you were confident the outcome delivered significant, long term and sustainable gains.

Many may respond with “you wouldn’t”, but a significant number of organisations progress projects without thinking through the time, money and management commitment and, they simply start in anticipation of a positive outcome! 

Documenting the scope and outcomes along with the assumptions made on the Return on Investment (ROI) , assuming that you have some, is a very good place to start

No project can be run effectively in isolation as they typically have too many touch points. I see too many change programs that elect to ignore the bigger picture and simply focus on a single outcome such as “reducing costs”. 

Without adequate consideration to future needs and capability, or looking to free up existing resources to focus on more productive or sustainable outcomes, any change benefits can be short lived. It is important to understand what your end goal is and ensure it is achievable and sustainable. Also, ensure that any quick “cost cutting” minimises the impact on your organisational capability to deliver future products and services.

There is that word again, sustainable. So let’s understand:

•What do you need to do, 
•When do you need to do it, and
•What effort is required to deliver the desired outcome?

Anything that we do over and above this, in the short term, could be considered waste. Any proposed change needs to be maintainable going forward, and not adversely impact the proposed savings or objectives. A good example is documentation, and particularly technical documentation. I have worked on too many projects where resources have been poorly applied, capturing base information that in many cases is simply impossible to maintain on an ongoing basis. The key is achieving the right amount of documentation!

Over the past several decades, organisations have adopted thousands of approaches. . Those that have truly delivered the outcomes needed have taken time, had adequate funding, and have had full backing of management. 

If you would like to find out more about how we engage with organisations to define, communicate and deliver real business outcomes then visit us at or drop me an email at . 

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