- Understanding all stakeholders -- How they're likely to react to the proposed change, why, and, if they're likely to resist it, what you can do about it.
- Involvement planning -- Figuring out how to give as many stakeholders as possible a sense of ownership in the outcome by having the ability to influence the final result through participation in design and decision-making.
- Metrics -- Not necessarily numbers; "metrics" means knowing what success will look like when it happens.
- Structure redesign -- Looking at the organizational chart, physical facilities, business governance, compensation structure, and accounting systems, to determine where and how the way they're put together reinforces the old ways of doing things.
- Training planning -- Figuring out what employees need to learn so they'll be comfortable in their new roles; also what managers and executives need to know so they don't accidentally undercut your planned change.
- Designing culture changes -- Because the most important changes a company needs to make are often out of sync with the existing culture in some way. Fostering employee innovation? For most companies, this will be high on the list.
- Communication -- Listening, informing, and persuading employees; also facilitating their communication with each other. Without effective communication, the rest of organizational change management is nothing but unfulfilled intentions.
I really can't figure out why anyone would complain about last week's piece leaving anything important out. It was complete, except for the business design, project plan, and organizational change management plan needed to get the job done. These are minor matters, as I'm sure you'll agree, which is why all I've done this week is list the topics you have to cover. What you have to do to cover them would take a much longer epic.
Or you can take the easy way out. Here's what that looks like:
- Write a new policy (see above).
- Send out an email to all employees, emphasizing how important you think this is.
- Get mad at everyone else when nothing productive happens.
When you come right down to it, this alternative is easily as good, because you get to take just as much credit for having a brilliant business vision, you don't have to work anywhere near as hard, and if anything goes wrong, you get to blame someone else.
This story, "How IT should spur end-user innovation," was originally published at InfoWorld.com. Read more of Bob Lewis's Advice Line blog on InfoWorld.com. For the latest business technology news, follow InfoWorld.com on Twitter.