Change Management with Informal Structure
Change Network Role
In today’s world, a vast majority of businesses uses change management strategies to ensure that any organizational change is carried out smoothly and successfully. Change management is essential when introducing anything new enterprise wide and the strategies are even more critical when it comes to a massive change during an implementation of million dollar project.
How to operationalize the Change Network
An informal Structure in a change management is known as Change Network . It is a structure of peers/colleagues across all levels and in the regions but mostly an informal one that drive the change effort for a enterprise wide change management process. Note that this network is informal unlike a formal structure in ‘change management’ practice.
Change Assessment : How to
The network is congregation of many. It entails that people become comfortable with the change, understand what the changes is and what it means to their daily job. This network want you to adopt the change with ease and be able to share it with your peers. They advise on any concerns and helps to mitigate the impacts to your workload. They participate in the upcoming project meetings , walk through any new tools that is part of change and helps the network to participate in UAT. They also share updates and regular feedback to the assigned SMEs. Also they become the SMEs once the project goes live whether in phases or following any milestones.
There are many roles in a Change Network like, OCM, Ambassador, Change Champions etc. An ambassador plays a major role in the change network and are primary support post go live. To operationalize the network, the first step is to confirm ambassador resource availability and start dates with both the Project and Business team. Next step is to develop artifacts and working deck, prepare key messages and communications with Change Network . The process works with the Ambassador kicks-off the change and starts to engage business teams within BU or otherwise. The ambassador should leverage existing touch points where ever possible on quarterly , monthly , weekly and daily basis.
How the assessments is carried out depends on the make-up of project team and the role that change network plays in the process. The assessment helps the assessors usually the BU directors and VPs to quantify each go live with formal check points. The Ambassadors is prime in the whole process. He/she attend weekly business readiness meetings to understand project requirements, criteria and how they are measured at each check point. A assessment tool that asks the network to rate the degree to which they agree with or disagree with the statement , for example, “On a scale of 1 to 5, 1 being strong disagreement and 5 being strong agreement, is used by assessors. The resulting scores can then be tabulated by group, department and division to create a profile for each area and can be represented as Yellow or Red.An ambassador ensure assessors understand rating rationale and provide directions at each check point.
The change network although informal, raise visibility of anticipated changes . The whole network reduce change resistance through active colleague involvement. It ensure active and responsive two-way communication and also inculcate ownership and support through out the change management process. If used effectively , this structure can augment the formal structure to accelerate the process.