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“Very insightful, as it made me think about asking for things in a different way in order to get a different outcome”



Change Management and Business Process Improvement Projects

Change Management is an important piece of any BPI Project. For change management to be successful the challenge is to connect the business value proposition to a personal perspective.   Employees and managers need to understand questions such as:

  • Where are we going and why do we need to change?
  • What is the difference between how we operate now and how we will operate in the future?
  • Which of my skills will need to change?
  • How will we measure success?
  • How will my role/job change to support the future state?
  • What’s in it for me?

Anna Ewins of Ewins and Winby mentions ten critical success factors in “Managing Change & Ambiguity in the Workplace” in her course at UC Berkeley Extension.  They are:

  1. Compelling Business Case

  2. Aligned Vision & Strategy

  3. Securing Sponsorship

  4. Committed Stakeholders

  5. Change-Specific Communication

  6. Aligned Behaviors, Values & Assumptions
  7. Success Metrics
  8. Integrated Planning

  9. Organizational Change Capability
  10. Change Leadership

Many of these elements need to be incorporated in a BPI Project phases before redesign and Implementation.  Here’s how that works in i4Process BPI projects. Take the ideas and run with them. I also suggest that the Process Owner and Project Lead contact someone in Human Resources who is a change management expert and use that person as an additional resource throughout the whole project. The comments below indicate several places where a HR Change Management Specialist would be helpful.

Change Management in the BPI Project

The Compelling Business Case and Aligned Vision & Strategy comes from the BPI Charter when the Process Owner articulates the challenges today, the improvement targets, vision and how that is related to the organization’s strategy.   The Process Owner and Project Lead need to be articulating the Compelling Business Case at the beginning of the project, throughout the improvement project, during the Implementation stage as well.  They should elaborate on how current and anticipated problems and opportunities will impact their business, and how the BPI Project is part of a strategy of moving the organization to higher performance and an inspiring vision.

Securing Sponsorship in the BPI Project means finding the right Executive Sponsor and Process Owner and getting their demonstrable commitment. When initiating the project their commitment shows up through public advocacy, their ability to get the right resources, and seeing the need for change.  During the project their commitment shows up in removing barriers, handling cross- functional challenges, and maintaining focus in the face of new priorities.  After agreement to the new design, the Process Owner’s commitment provides ongoing and new resources for Implementation and influences leaders and stakeholders across the organization.  Then Process the Owner is also responsible for sustaining the change during the later Ongoing Monitoring and Sustaining stage.

Committed Stakeholders start with having a committed Project Lead, Team Facilitator and committed team members.  They are the advocates for project and they provide Change-Specific Communication to their peers and other stakeholders (employees and leaders internally and customers and suppliers externally).  I recommend that the Project Lead, Team Facilitator, and HR Change Management Specialist guide the team to understand who the stakeholders are, determine their level of commitment to the BPI Project. Then they should develop a communication plan which addresses these stakeholders.  The plan would engage these stakeholders, using different messages and channels, and delivered by different individuals and groups.

Part 2 of this blog discusses the last five success factors.

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