ment was seen as critical to assessing the levels of performance both before

Ment was seen as critical to assessing the levels of

This preview shows page 14 - 16 out of 19 pages.

ment was seen as critical to assessing the levels of performance both before and after the change, and to providing a control during the change. Good performance measurement also allows target areas for improvement to be identified and has a key role in communication. A Project-based Approach Increases the Chance of Success A common theme was the use of project management to deliver change. Project manage- ment includes the activities of planning, communication, establishing targets and learning from the change. The research indicated that this is an area where there is scope for improvement within many organisations. In particular, the area of setting clear measurable objectives for the change and evaluating their achievement may be singled out for attention. Two other areas were learning from change and the need for stability and to keep a focus on the project right through to completion so that all the potential benefits are delivered. External Support Adds Value in Managing Change and the Transfer of Knowledge One of the beliefs changed as a result of the research related to the use of external support. Before the research was conducted it was perceived that organisations would avoid using external consultants unless absolutely necessary. But the research indicated that it was generally recognised that a lack of technical and project management expertise proved to be barriers to successful change. Several organisations had realised that the only way to gain access to such expertise was through the use of consultants. Consultants had to be selected wisely, however, only choosing consultants who were prepared to transfer their knowledge to the organisation during the duration of the programme. Aligning the Culture to Support Changes in Peoples’ Behaviour At the end of most change programmes there is a need for people to do things differently. The final insight relates to the change to the behaviour of the people, which impacts the 14 J. S. Oakland & S. Tanner
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culture of the organisation. This was most effective where the proposed change was aligned to the existing culture. For example, where there was a need to improve customer service in a customer focused organisation. Organisations reported the need to identify those aspects of the culture that reinforced the change and use these as key enablers. Simi- larly, where the culture was judged to a barrier to the change, steps were taken to try and minimise resistance, for example, though the use of internal marketing and though the action of leaders. Continuous Review Successful change requires leaders to continually negotiate all aspects of the change approach. For example, they need to challenge the priorities, structure and programme metrics to ensure they are driving the desired behaviours and delivering the required benefits. In Summary In summary, the analysis of the responses provided support for the main themes that were identified from the literature review, these being: . The triggers for change . Preparing for change . Implementing chaange A number of insights have been identified from the research, and these are the basis of the Organisational Change Framework. Given the common nature of the themes that were
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