Finding the barreris to change

Setting out with a clear direction for change and the vision for what the future should look like, may not be enough to change how an organisation works. Sometimes barriers to change exist which may be invisible to senior management or which may exist as process gaps but which can dramatically affect the outcome of an initiative, even with very senior backing.

These barriers exist in the business as usual functions and in the way that the organisation works. They only become apparent when it attempts to transform performance or capability although they will have been affecting performance for some time. Examples are; performance management which is not implemented as designed, outdated processes which are not followed, processes which do not “join up” end-to-end or management which doesn’t have the confidence or competence to carry out performance management on direct reports.

" Direction setting and Return on Investment targets...

...are blocked by conflicting priorities, lack of internal competence or the necessary tools."..

It is a truism that organisations are optimised for how they work today. Even inefficient practices have a purpose which makes sense to someone and bad habits can easily become part of the culture unless they are removed by effective leadership, motivation and direction. For senior management to set a new direction, new objectives or instigate new ways of working, it is important to know in advance what these barriers are so that an effective strategy to deal with them can be part of the design for the future and integral to the leadership itself.

How we do this

Once a new senior management objective is defined then we create a blueprint for the change using a new Capability Map and a Stakeholder Analysis.

This breaks down the change into the pre-requisites to make it happen. We do this by using a workshop to identify the implementation map for the change in terms of new capabilities, enablers and environmental factors.

Summary

Assuring that change can be implemented as quickly and in the form it is intended is the key to obtaining the target benefits when they are needed, such as Return on Investment or entry to a new market. Senior management may not be aware of the operational pressures on middle management and professionals or have an objective view of their confidence, competence or if available tools are fit for purpose.

We have found that our clients can gain in time and direction as well as building a sustainable change by reviewing and supporting their management team as change is implemented by anticipating barriers and providing the means to successfully implement the strategy.

Our consultants can both identify the barriers and support management to confidently implement the changes as well as highlighting unproductive time pressures which may affect organisational performance. We can help to bring the clarity of purpose which effective organisations strive for by helping management in producing congruent objectives and the means to achieve them.