8 steps for success change management

Change management is an extremely important topic, especially in the current scenario, when we talk about transformation and innovation in industry or any other organization. Faced with crises and threats, it is essential to have a plan to circumvent the threat/crisis and to adapt to a new reality. However, it is very common to realize that many companies are not prepared and does not know how to implement these changes and succeed from new goals. As such, John Kotter has created the 8 steps to implement effective change management within organizations, and in this article we will discuss these steps and understand, from examples, how you can apply these steps to your industry. It is the 8 steps: 1. Establishment of a sense of urgency establishing a sense of urgency is not easy, because it does not punctually, it is based on a process very linked to the leaders of the organization. In many cases everyone knows what the problem is, and the way you need to go to solve, but what is often missing is someone's initiative to pull this change. Whether it is an urgency for an external factor, or not, we realize that it is common for the main opponent to the process to be compliance, the thinking that it does not need to change because today it is working today. Behold, the scenario that presents itself today is not necessarily the scenario that will perform tomorrow, and as things do not happen overnight, understanding that it is necessary to change, modernize and the urgency of this change is fundamental. An interesting point to observe is that some companies hire experts to, in addition to properly evaluated the real needs of change, help to bring the sense of urgency, as it is not something that is only being seen internally, as third parties are also seeing and alerting us. 2. Create a coalition once this sense of urgency is established, the second step is to create a team that will pull these changes, and its size can vary from a small group to a group of more than 30 people depending on the size of the company. Basically, at this point we are talking about both the leadership aspect and the aspect of sharing and dissemination of the idea that you need to change. So, for example in an industry, it is no use having an initiative if the other areas do not share this desire for change and be adept. In this sense, what works very well is to work with some matrix structures, where we have the functions on an axis, and other areas, such as operational excellence, working in a cross. This makes us have a group of people more returned to spread these changes by crossing the various areas within the industry. 3. Define a vision then, from the moment we already have an established sense of urgency, as well as the coalition, that is, the group of people who will pull these changes, it is time to define a vision. This vision needs to be simple, something that in a few minutes everyone can understand and be engaged so that this change can be established. At this point, we see many companies at times working hard on a focus and goal focus, doing micro management, and uncoordinating from the macro vision/objective and generating unpreparedness for these changes because they are focused on more specific points. So in this step it is important to get rid of the booklet and observe the necessary steps to fulfill the ultimate goal. 4. Communicate vision in this step we talk basically about having the purpose of bringing this information/vision to as many people as possible so that everyone is aware of the goal and can help promote this change. Some examples we perceive within our projects, and which were crucial to their success, is that those responsible for the project at the executive level, at the main times, were there to communicate because the project was starting, what was the action that was being directed, and what was its importance to the sector/organization. The same becomes important when the design of a specific area also affects another area, so it is necessary to establish this communication in a solid and quite clear way so that there is good engagement and both areas buy the importance of the project for the whole. An interesting point to be emphasized is that communication is not only based on speeches, lectures and informatives, this communication is also made through actions, giving the example. 5. Remove obstacles The fifth step is to eliminate resistances. In this process you will certainly find some resistances, some originating from the sake of knowledge and others by conflicting goals. As stated earlier, our main point of attention is the convenience and inertia of leaving as it is, after all, during the routine we will give a way and turn around. The smoother way to eliminate these barriers is with training, from training and knowledge sharing. That is, communication is the main tool for the elimination of many barriers, although it is often not enough, as these changes can have great impacts on adjacent areas and thus a more thorough work is needed to understand how to circumvent them, and it will often be necessary to have direct support from leaders. 6. Creating short -term achievements This sixth step is to create continuous planning of small achievements, and in this way we can maintain that urgency to change from the first step into small steps and continuously. That is, if there are several gains throughout the process, the team does not wait long to see the result and this decreases the likelihood of demotivation. Bringing to the side of software and new technologies in the industry, however large, and need to follow more classic project management methodologies, the more we can bring notions of agile methodologies and involve people from the areas impacted in testing and simulation, the better. 7. Consolidate the achievements and pace of change the penultimate point is to consolidate the gains and not lose the pace. So here, basically, the goal is to ensure that those achievements that we had so far not get lost and are optimized over time. The crucial at this point is to work with solid and well -controlled indicators, and continuously monitor to understand that these actions are not part of a single project with start, middle and end, they are part of a continuous optimization process. Something quite clear in software implementation processes is that after a while, in some cases teams have dismembered, or there is a change in focus, and this can generate demobilization, something we want to avoid, and for this, these teams need to see that changes are continuous and the results come more in medium and long term, and for that, motivation needs to stay stable and be feedback. 8. Incorporating the change in organizational culture The eighth point is precisely the idea of ​​incorporating this change into the organization of the organization. So companies incorporate the notion that they need to be constantly changing and updated within their organizational culture. This incorporation ranges from a work of lessons learned and communicating how these actions occurred, to the way these changes are being applied in the reality of the company's daily life. In addition, it is also important to reflect on succession issues, both executives and areas that touch projects so that these changes and new mindset are transmitted naturally and solidly so that there is no discontinuity. We see that the change is established in organizational culture when it no longer depends on a person specifically. Assistant to full content: [embed] https://youtu.be/9rwqtozd0ds [/embed] [noptin-form id = 2822]