In a previous article, I wrote about what is needed for Transformational Changes to be successful at the Go-live. Is the Go-live the end of a transformational journey? Does a successful Go-live automatically guarantee the long-term sustainment of a Change?
While working for a global food / FMCG leader, I was at the core of some of the largest Transformational Changes in our industry: new business models, M&As followed by massive integrations, large-scale divestitures and functional transformations. Leadership, an experienced Strategic Projects Team, and top-notch Change Management were key success factors: measured at the go-live, all key business KPIs were at the same level, or above pre-go-live, for all initiatives.
However, I learned that focusing only the go-live does not automatically guarantee the long-term success. What makes the changes stick, long-term? Below are my top five suggestions:
1. Put yourself into the External, and Internal Customer’s shoes
Transformational Changes require these days: simplification, harmonization, digitalization, self-service, sometimes outsourcing, and most of the times cost reduction. While external customers’ needs is most likely taken into account, are the internal customers’ needs taken into account as well? For example, when a change is initiated by a global function like HR, IT or Finance, is it designed to respond well to the needs of other functions, of all countries, and ultimately all employees (i.e., their internal customers)?
Many times, when a function transforms, it does not focus enough on internal customers’ satisfaction; for example the work done previously by a function moves to another part of the organization, and workload is dropped on the end-user… Therefore, I believe testing & validating the solution with your internal customer is a must in the design phase. “Agile” may work well in this phase. Start capturing user feedback also in the implementation phase, and build a Continuous Improvement culture already from before go-live.
2. Measure Adoption. Communicate, and reward early success
Change is never easy: measure engagement & adoption levels as soon you start communicating and implementing changes, then do it again, and continue after go-live. Moreover, as sometimes success comes early in the game, make sure you communicate success stories to the whole organization, in order to inform, and boost morale. Reward the employees who worked hard to make the change happen!
3. When changing the ways of working, make sure all employees are well-prepared
Train at the go-live; re-train and refresh knowledge after the go-live, and make sure there is training & onboarding in place for newcomers after the go-live.
With people being so busy these days, better make the learning simple, short, and fun. Use more images (or better animations), and less words; gamification also works well to keep the learner engaged.
Moreover, with some of the work being likely near-shored or off-shored, make sure all players are trained, and able to work across cultures.
4. Make sure existing critical skills, and organization capabilities are not lost
Are the SOPs (i.e., standard operating procedures) capturing all it takes to succeed in a role, or maybe there is something more needed, in real life? How do you make sure that special knowledge & deep insights are not lost when the work moves to a new owner? And how do you make sure that precious group of Doers (your employees who always deliver in times of changes, based on their deep business knowledge) are not forgotten, nor lost in the process?
Ask yourself: am I really outsourcing a non-essential capability, or am I in fact losing an important organizational competency, key strategic differentiator vs. competition?
5. Is the transition from project to “business as usual”, well planned and executed?
Ask yourself the following questions: Last, but not least: do you have a Sustainment strategy, and a plan, with a clear owner? Are resources, roles & responsibilities agreed and in place to deliver the plan?
Will the project governance be well transitioned into the on-going operational governance? Think about key forums and meetings, Service Level Agreements, cross-functional issue escalation & response protocols.
Have new Ways of Working required to achieve project outcomes been clearly identified? Consider Roles & Responsibilities, policies, KPIs, performance measures, and training.
Does the resourcing / people strategy need an update, due to the changes in required capabilities?
