The Commitment Line – Where is the Point of No Return?

by | Sep 7, 2018 | Insights | 0 comments

How we implement change has evolved over the years, and numerous models, frameworks, processes and plans have been developed to guide organisations through change and its impacts.

Change, even organisation wide change, fundamentally occurs at the individual level.

Your reasons and rational for change may be externally driven (funding changes) or internally focussed (improved efficiencies, outcomes, diversification). Either way, there are associated costs and benefits.

You must have the processes/strategies aligned with your organisation/team to effectively implement any change.

Once you ‘commit’ to implement a change, recognise that feedback is a critical component of the change process. At every step, analyse the feedback; any next steps (continuation, modification, correction) are informed by this feedback.

For consistency, use the audit tool/process you selected at the beginning. This will enable comparing progress against the baseline (comparing apples with apples).

As challenging as change can be, investing in ensuring you remain on track and bring people along, will help balance the impact of change with the overall intended outcomes:

  • Continually analyse what went right and what needs improving – is there a difference between what you think is/should be happening and what is actually happening?
  • Build on the change momentum;
  • Maintain your focus on continuous improvement (kaizen – this is a useful framework).

Change processes and methodologies highlight stages/steps of change, each significant and building on the overall process; thus, no one stage/step, in isolation, will achieve change. As organisations go through these stages, it is vital to address: Where is the point of no return?

Each change initiative is different. Numerous tools and assessments exist to measure the progress and impact of the change initiative. Incorporate both quantitative and qualitative measures.

Many factors will influence your decision to continue the change initiative. Fundamental factors to guide your thinking must include:

  • The risks of the initiative failing, particularly if risks are increasing;
  • Any impact on productivity (particularly loss);
  • Impact on staff (increased absenteeism, decreased motivation).

To begin to address these factors, define a set of milestones/KPI’s at each stage of the process and use KPIs to communicate the value of change; then measure, measure, measure:

  • Change strategy – readiness, culture, resources and results;
  • Return on investment (ROI);
  • Your biases;
  • Ongoing learnings.

Is your organisation going through, or considering a change? Realise Your Vision can assist in managing the change initiative to minimise negative impacts and embed your ‘commitment to change’.

Bill Miliotis

Organisational Architect and Change Leader.

Working across multiple sectors, Bill facilitates the creation and implementation of lasting development, growth and outcomes.

For more information visit www.realiseyourvision.com.au or email info@realiseyourvision.com.au.

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