Embedding change increases the likelihood of success and accelerates the timeframe to capture value from organizational transformations. Some recent findings from a McKinsey & Company report highlight the importance of building our change efforts into our “business as usual” processes. While it may seem antithetical to incorporate change into your standing operational structures, companies are more likely to be successful and can realize the value faster – even up to six months sooner than their counterparts – by using these strategies. This article recommends a few methods that you can use to instill change into your operations.
So, why is it important to build organizational change efforts into routine business operations? Ultimately, our goal in large-scale transformations should be to look beyond the quick fix. Focusing on the short-term versus the long-term is an inefficient use of resources and may cause more harm than good.
What does this look like?
Executive briefings, setting business objectives/targets, conducting business reviews on a monthly or quarterly basis, and annual planning efforts are all examples of standing operational business processes in which you can embed your change efforts. Partner with your operational and finance colleagues to find strategies to incorporate your transformation into these processes.
What steps can you take to successfully embed the change?
A few recommended strategies include:
- Organizational Change Management should partner closely with operational and business partners. Look for ways to work closely within the existing infrastructure with your operational and business partners, versus implementing the change from a siloed perspective.
- Complete an initial assessment to identify areas for improvement and highlight areas to align resources for the change. Beyond processes, it is also important to identify how resources are being allocated – from a talent, capital and technology standpoint – to facilitate the change. An initial assessment is an important first step in this process.
- Identify ways to embed the change into standing business processes. Once you have identified the appropriate business partners, take the time to work through your existing business review processes and briefings to determine where it is easy, and most appropriate, to include your change strategies so that it is not perceived as a “one off” change.
As you consider different organizational change efforts, I highly encourage you to identify and explore different strategies to embed change into your standing business processes. Companies that implement these methods have been found to be anywhere from 1.2 to 2 times as likely to succeed in their transformations. In addition, these strategies accelerate the timeline to capture value from these initiatives. Look for ways to incorporate this approach into your change efforts. And, as always, please reach out to The CARA Group for any assistance that you may require at firstname.lastname@example.org.
 “Losing from day one: Why even successful transformations fall short,” McKinsey & Company, Michael Bucy, Bill Schaninger, Kate VanAkin, and Brooke Weddle.