I had blogged about the value of an integrated and holistic Change, Communications and Learning approach earlier (Jan 19) in this forum (http://www.infosysblogs.com/learning-services/2010/01/a_holistic_and_integrated_or_s.html#more). On this blog I would like to offer my thoughts around an integrated methodology that can act as the bonding agent for the three tracks, and shape them into an integrated and wholesome solution.
If we agree that within the context of OR (Organizational Readiness) activities for business transformation projects; Change, Communications and Learning inputs and outputs are highly inter-related and drive towards the same goal, we can make a strong case for an integrated methodology that can act as the bonding agent for the three tracks of Change, Communications and Learning - with optimized, coordinated and streamlined activities, tools and accelerators.
John Kotter (Kotter, John P. Leading Change. Boston: Harvard Business School Press) proposes a series of 8 steps for successful change management; at a high level Kotter’s process starts with creating a climate for change; then engaging and enabling the organization and finally; implementing and sustaining transformation. On the systems learning side; we have the ‘ALEC’ model that sets a four step process for creating a successful end-user adoption experience. ALEC stands for Awareness, Learning, Efficiency (provide opportunities to learn and receive support on the job) and Continuity. It is not difficult to see how Kotter’s change process which is the foundation for a good number of modern change management approaches and ALEC inter-relate and drive towards the same goal.
The true value of integration can be achieved through planning, structuring and executing the OR activities with a view to deliverables and expected outcomes for the three tracks, combined. This also means that deliverables for each track cross-reference the designs, outputs and findings from the other two tracks where required.
In larger projects the 3 tracks may be staffed by individual but closely integrated teams, while in smaller projects; the resources may be combined into two (Change and Learning) or even one OR team. Overall, the team members will have full visibility, coordination and collaboration with one another - and when needed can ‘swap hats’. Deliberate role-swapping, if planned and executed well; provides a valuable cross-training opportunity for the members of the OR team. A team made of all-rounder individuals who can be deployed across the spectrum of OR activities, provide tremendous flexibility for the project leadership to shift emphasize between Change, Communications and Learning depending on the stage of the project - optimizing the deployment of OR resources, and the value for the client organization.
Accelerators are valuable tools that speed and enhance deliverables in consulting engagements. One example of an integrated OR accelerator for business transformation projects; is a database tool that can capture the relationships between system procedures, security roles, job roles, employees, their business units and geographical locations. Such a tool can be a strategic asset for the Change team (via generating job impact reports), Communications team (by presenting a detailed segmentation of the audience) and the Learning team (by generating the learning curriculum and logistics plan), in addition to Security and QA teams who can also benefit from it. Such a tool can be a ‘game changer’ in regulated environments, e.g.; CFR Part 11 for Pharmaceuticals – where business requirements, system functionality, training curriculum and test scenarios should be traceable from one end to the other.
An integrated OR method can help during the initiation of projects, the integrated steps and activities will help structure the work and ensure that all aspects of OR activities have been covered. It also helps in nurturing understanding and effective communication between the client and the consultants, via presenting a structured view of the work ahead using a standard terminology.
And while the implementation is in progress, it jumpstarts the OR deliverables, provides tips and considerations and helps team members understand how the work in their track ties in with the work carried out by the other tracks.
Reviewing the integrated OR method is useful during the buy cycle, to understand how the consultants might approach the problem - the big picture and the detailed view at the same time. The integrated tools, sample deliverables and accelerators provide a good representation of the consultants’ depth and experience in the field of organizational readiness.
It’ll be good to know if there are any strong arguments against the integrated approach.
