Change Management In Global Business


By M. Isi Eromosele

Modern companies are in a state of constant change. From working alone to solving specific tasks, employees are now required to work in an interdependent way. Teamwork is vital. Today, even everyday tasks need to be solved as if they are projects. Our daily lives are becoming so project oriented.

These changes have altered what we expect from the people we work with, requiring us to change the values we live by. Values such as awareness, teamwork, tolerance, responsibility and information are vital, just as flexibility and change readiness. 

The new way to accomplish work tasks is to be project oriented. This poses a problem to many companies as they realize that there is a big difference in working project oriented to solve specific tasks vs. working project oriented all the time.

Traditional project management focuses on solving specific and limited jobs, whereas everyday project management is a continual process. Traditional project methods focus on creating a specific outcome, result or product, where the new approach focuses on improving the process.

Change management deviates from traditional projects in the way that it is more about people. Higher efficiency comes not from working harder, but from improving the human process. Higher efficiency comes from inner-energy, self-motivation, self-worth, and complete understanding for the entire process.  These are the human attributes that needs to be focused on in change management.




The Change Management Model

The change management model should be built to optimize specific phases - making the process more effective. The first four phases are very negative and counterproductive. The model solves this by quickly focusing on understanding (what’s and why’s) and the potential possibilities the change will bring with it. It tries to create energy from start to finish and ensure that everyone is committed.

Variations Of Change Management Model

There are 5 variations of the Change Management Model, which are the following:

  • Light model, for small projects
  • Medium-sized model, for the majority of projects
  • Complex model, for very complicated projects
  • Quick model, for projects where time is the most important element
  • Day by day model, for your everyday needs

The Light Model

The light model is targeted small changes. These are projects that take a relative short time, projects that are simple and where the people involved know most of the issues.

The time needed for analysis should be a very small task. The initial analysis and planning is often done within
1-2 hours.   

A light project should not exceed 2 primary goals (if you have more, then you should consider using “the medium-sized project model”)

The Medium Sized Model

The medium-sized model is the most popular model for change management projects. It covers changes in projects with a limited group of people and processes. The project duration is usually between 1-12 months. There will also be a significant amount of unknowns that would need to be scrutinized.

The work needed for analysis is more in-depth. You should consider creating an analysis group, which looks into specific elements of the change management process. You should also spend more time on the cost/benefit analysis.

Communication and information is essential in medium-sized projects.  Change management project is primarily about people. An open information policy ensures motivation and better understanding. 

The Complex Model

The complex model can be used for very large and complicated change management projects. It usually involves a large group of people from many different departments. It also covers change of more than one corporate component. The project duration is usually between 6-36 months. The project is very complex and covers the majority of the company. The project contains a significant amount of unknown factors and tasks.

The time needed for analysis is sizeable and takes more than 60% of the total project time. A senior group of people (a top-level analysis team) is gathered and evaluates what each project team should do.

The project itself will be handled by a number of “Power Teams” – dedicated project team, which covers parts of the total project.

An open information policy is vital, as many employees will have doubts about themselves and the project (“what does this mean to me?”, “Will I be fired?” etc.) It is very important to inform employees why the ongoing change is needed, and what to expect the future to be like.
Marking the end is often a critical action in complex change management projects.

 

The Quick Model

The quick change management model is special. Here time is the most important factor. The light, medium-sized and complex models are built upon quality over quantity. This model focuses on finishing a project quickly, thus ensuring short-term wins.

The model has no analysis phase, except for a short action plan. Each task is focused on action and energy.

Quick projects can create increased energy, happiness and motivation.

You should, however, minimize the number of quick projects. The lack of long-term goals and overall understanding can create unfortunate results in the long run.

You can use this model to create extra energy prior to bigger projects.

Day by Day Model

The day by day model does not as such cover change management projects. Instead, it focuses on daily tasks in a project oriented corporate culture. It covers situations where more than one person needs to solve a task - teamwork.

There is no formal analysis and there is no cost/benefit analysis. Both are usually covered in the overall department strategy and yearly budget. 

The day by day model focuses on action, energy and an overall understanding.

It has an evaluation phase built-in in the form of active listening and formal evaluations.

The day by day model can be used for all tasks not directly associated with a project. 

M. Isi Eromosele is the President | Chief Executive Officer | Executive Creative Director of Oseme Group - Oseme Creative | Oseme Consulting | Oseme Finance
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