Management's first responsibility is
to decide to initiate change programs. It is also
important to estimate what impact a change will likely
have on employee behaviour patterns, work processes,
technological requirements, and motivation. Management
must assess what employee reactions will be and craft a
change program that will provide support as workers go
through the process of accepting change. The program
must then be implemented, disseminated throughout the
organization, monitored for effectiveness, and adjusted
where necessary.
Transformation will only take place
after primary research has been undertaken to establish
the current business model. Without understanding the
dynamics of your current situation you can not have a
start point to decide in which direction to go forward.
This also establishes a start point for measuring
improved performances.
The first phase 'strategic planning and design'
includes a series of steps; back to the drawing board to
revisit the company purpose, form the strategic
management team to oversee implementation, create
programme vision and define strategy, organise the
workforce and design the core programme and cultural
embedding mechanisms that will support it.
The second
phase 'strategy implementation' includes these steps;
communicate vision and roll-out, manage the human
landscape plus maintain momentum and solidify the ground
made. The final phase 'evaluation and re-adjustment
focuses on the measuring of results and also planning
for the future with continuous improvement programmes.
