Voici comment vous pouvez aligner les initiatives de changement sur les objectifs stratégiques globaux de votre organisation.

Great topic! (relative to the recent ones here) There is no change initiative without a strategic goal. Or a transformation program for that matter. So first ensuring that the strategy is in place, quantified and elaborated into OKRs at least, is the mandatory starting point. The strategic goals, when spoken of in Change Management terms, will become the Business Benefits, that will drive the Value Plan. And from there, all the good stuff of: 1) Compelling vision 2) Sponsor coalitions 3) Stakeholder management 4) Change Impact Assessment 5) Communications Strategy 6) Training and Support 7) Resistance Management 8) Benefits Realization ... can flow.

Definir objetivo no es lo primero que hay que hacer. Lo primero es realizar un diagnóstico organizacional que incluya a todo y cada uno de los empleados y temas como salud cultural, confianza, la gente, como ejecutan, etapas de cambio, etc. (no es una encuesta de clima). Luego hay que hablar con la alta dirección para mostrar el diagnóstico y relevar la cultura y modelo de liderazgo que desean. Con esta información determinamos la brecha de lo que tengo con lo que deseo y luego establezco en conjunto con la alta dirección el Obejtivo.

The most important aspect to understand (and be prepared to "dig deep") is what exactly is the organisation trying to "make, change or evolve"? In other words, if the change they were implementing were 100% successful, what would they observe to be different? What changed behaviours would they observe? What change procedures would be in place to achieve this ultimate outcome? How does any change initiative contribute to the organisational strategy? All change needs to be working toward a defined outcome, not objectives. Objectives get us to an outcome, but too often I see change initiatives working hard towards objectives, but falling short of the overall outcome, thus never quite reaching what the change initiative set out to achieve.

Assessing impact is a key theme throughout any change initiative (from inception to delivery). This is where using Organisational Development models (e.g. Burke-Litwin, Mckinsey 7-S) can be invaluable. These models force one to understand the impact on all aspects of an organisation. Too often impact is assessed in a very narrow channel, rather than looking at it holistically. Never underestimate the ripple effect of change no matter how small it seems. In order to accommodate any change initiative, how do all aspects of the organisation need to adapt or change?

El primer equipo a involucrar es la alta dirección y luego es RRHH o Pleople & Care, que son los claves para una transformación. Nadie se compromete si se "toma como el proyecto del mes" o la alta dirección no muestra en acciones su cultura/transformación.

Lo que no se mide no se mejora, y los procesos de transformación suele durar, según el tamaño de la empresa, de 12 a 60 meses, hay que tomar mediciones reales que muevan los indicadores.

La transformación cultural no se puede realizar desde adentro de la compañía, ya que usualmente fracasa porque las personas ven que la misma que tenía comportamientos diferentes de repente quiere que ellos cambien. Se debe contratar es mucho más exitoso se puede medir y son especialista, conocen de flexibilidad de trabajo y como trabajar con los modelos cascada y geiser en paralelo.

Para sostener la transformación se utilizan herramientas de disciplina para crear hábitos, y en este punto se trabaja en niveles organizacionales, equipos y hasta personales.

Ultimately, every step of change management should connect back to the strategic goals in measurable ways. Measuring change management effectiveness can be challenging .. for e.g. .. How do you measure the effectiveness of a SharePoint update or an email? But there are ways, good if not great, and creative problem solving and direct people engagement helps greatly. A consistent, fully connected chain of change management activities triggered by solid strategic goals is the best way.

I always encourage Change Professionals to use several models and theories to inform their thinking, planning, implementing and assessing their change initiatives. Change initiatives tend to be "messy", and often one can feel overwhelmed and lost in the process (this is completely normal). However, having theories and models to hand can help you locate yourself (and the organisation) again, to help you know where you are in the process, and to help you know whether to slow down, redefine, recalibrate or forge forward. Simply blindly forcing change steps through rarely works, and can lead to unintentional and unwanted outcomes.