¿Cuáles son las mejores formas de implementar un cambio estratégico en varios equipos?

The scope and objective define the extent and purpose of implementing strategic change across multiple teams. The scope involves identifying the teams and their level of involvement in the change process, while the objective outlines the desired outcomes of the change initiative. The best ways to implement strategic change across multiple teams include effective communication, establishing clear goals, fostering a collaborative culture, providing necessary resources, and monitoring progress. Engaging team members, addressing concerns, and facilitating cooperation can also contribute to successful implementation.

Defining the scope and objectives of the change is crucial for successful implementation. It provides the teams with clarity and direction. By clearly communicating the problem you are solving and the expected outcomes and benefits, you can align the change with your organization's overall strategy and goals. With a clear change vision, you can ensure everyone is working towards the same objectives. To define the scope, I conduct meetings with all senior executives whose organizations are impacted by the change. During these meetings, I ensure they can articulate the vision, scope, and objectives of the change. I capture their perspectives on the change and ask them to nominate a change ambassador from their respective teams.

This numbered list looks like "AI generated on paper tactics". Without involving people who will be affected earlier, such tactic will bare inherent risk of failure due to pushback.

Assessing the readiness of the organization is a very crucial step in change management, particularly of a strategic nature. You have to understand the current landscape through engaging the teams. Empower the influential members within the teams to steer the vision and drive the alignment of strategies across teams. Have customized approaches for the teams to increase positive engagement and impact. You have to start with a few teams before going all out on the organization; create a reference point for the rest to see how the change works. People have a tendency believe in things they see more than things they hear about. So show them! And they shall gravitate towards you.

Assessing the impact and readiness of the change is indeed an important step. I determine how the change will affect various aspects of the organization, such as roles, responsibilities, workflows, and performance. This information is captured during my meetings with the senior executives, the project sponsor, and the project team members. Additional information is captured during the Discovery phase using impact analysis, stakeholder analysis, and change readiness surveys. We also identify potential risks and barriers that may arise during the implementation. It’s also important to understand the level of organizational preparedness and willingness of teams to embrace the change.

This is my favorite step at which to include people in the discussion. Dive deep. Try to determine how each party or unit will be affected by the proposed changes. Ask "What if" questions and "what does this mean for that person", etc. Don't just rely on quantitative data. Get out and talk to people and ask them how things change for them. This is an opportunity to find perspectives that you might not have known about.

Create a comprehensive change plan using the meeting outcomes and assessments conducted. This plan should include the following: 1. Clearly define the roles and responsibilities of the change team. 2. Establish a timeline with milestones to track progress. 3. Allocate the necessary resources and budget to support the change. 4. Outline strategies for effective communication, training, and coaching. 5. Define criteria for monitoring and evaluating the change progress. Once the change plan is developed, it is important to vet the plan with everyone who contributed to the plan. Their input can help improve the plan and ensure organizational alignment. Finally, ensure that the plan is easily accessible to everyone involved in the process.

This is where a lot of change management goes off the rails. You might have a great plan of action, but if it's not effectively communicated, it won't work. Clarity and unity of message are important to reduce confusion and complexity.

This is another area in which good planning can fall apart. Most good things need maintenance: vehicles, relationships, lawns, plumbing, our own bodies. Your new plans will need care as well, and so will the people implementing them.