Strategy Survival Guide

More documents

Recommendations

Info

Strategy Survival Guide Version 2.1 Prime Minister’s Strategy Unit home | strategy development | strategy skills | site index Strategy Skills > Planning Delivery Change management > in practice Because creating lasting change can be complex and difficult, successful implementation of the new strategic direction should be based on a clear strategy or plan, with senior level commitment to creating change. It is also important to ensure that the organisation has the capacity to deliver the desired outcome. Unless these issues are explicitly addressed as part of the implementation of a new strategy or policy, most change programmes will fail to deliver their full benefits. Organisational change management can be thought of as a process with a number of steps, which have to be followed broadly in sequence to create successful and lasting change. One way of visualising this process is as a flow chart: Analyse current position Determine type of change required Identify desired future state and change vision Analyse the change context Identify the critical change features Determine the design choices Design the change process – levers and mechanisms Manage the change process Evaluate change outcomes The first three stages in this process rely on the analytical work which is needed to create a robust case for change, leading up to a clear vision of the desired strategic direction. This will have been determined through the first three phases of the strategy development process. Before embarking on the subsequent stages it is worth assessing the extent of the change required to achieve the vision. This can be defined in terms of two dimensions – the desired end result of the change, and the nature of the change. The desired end result can either be transformation – that is, fundamental change within an organisation; or it can be realignment - a less fundamental but still potentially substantial change to the organisation. The process itself can either be incremental – spread out over time; or a "big bang" implementation. Strategy Survival Guide – Strategy Skills Page 182
End Result Transformation Realignment Incremental Evolution Adaptation Nature Big bang Revolution Reconstruction The resulting types of change vary in scope. Adaptation and reconstruction do not fundamentally challenge an organisation’s beliefs, and so are often easier to achieve. Evolution can take a long period of time, but results in a fundamentally different organisation once completed. Revolution is likely to be a forced, reactive transformation using simultaneous initiatives on many fronts, and often in a relatively short space of time. It is essential that those responsible for creating the change are aware of the implications of the type of change they are trying to achieve. This can only be done by carrying out a detailed analysis of the context within which change will sit. Useful features to assess when determining context include: • Time scale: how quickly is change needed? • Scope: what degree of change is needed? • Preservation: what organisational resources and characteristics need to be maintained? • Diversity: how homogeneous are the staff groups and divisions within the organisation? • Capability: What is the managerial and personal capability to implement change? • Capacity: what is the degree of change resource available? • Readiness: how ready for change are the staff? • Power: what power does the change leader have to impose change? Some of these dimensions can be assessed relatively easily, e.g. time and scope. Others are likely to require more direct consultation with front-line staff and other stakeholders, for example assessing organisational readiness for change. The organisational analysis already undertaken in the Research and Analysis phase should have laid the groundwork for this task. If the organisation has a low capacity or readiness for change, this could negatively impact the success of the new strategy. Depending on what is hampering change, the first approach should be to assess whether it is practical to change the organisation to deliver the new strategy e.g. through additional training and reorganisation or through recruitment of staff with suitable skills. Only if this is impractical or excessively costly, should the project team consider changing the policy objectives. This situation should not arise if the organisational analysis was adequately considered during the policy development phase. Key Success Factors At all stages of the organisational change flow chart there are some "Golden Rules" which should be followed in order to create successful change: • Compelling vision for action • Committed leadership • Rigorous project management • Securing stakeholder support • Effective communications • Infrastructure alignment. Strategy Survival Guide – Strategy Skills Page 183
Page 1:
Strategy Strategy Survival Survival
Page 4 and 5:
Strategy Survival Guide Version 2.1
Page 6 and 7:
Building an Evidence Base 113 Data
Page 8 and 9:
A Framework for Strategic Direction
Page 10 and 11:
These four components need to be co
Page 12 and 13:
Page 14 and 15:
Page 16 and 17:
Page 18 and 19:
Page 20 and 21:
Page 22 and 23:
Page 24 and 25:
Page 26 and 27:
Page 28 and 29:
Page 30 and 31:
Page 32 and 33:
Page 34 and 35:
Page 36 and 37:
Page 38 and 39:
Page 40 and 41:
Page 42 and 43:
Page 44 and 45:
Page 46 and 47:
Page 48 and 49:
Page 50 and 51:
Recruiting a team In Practice: SU G
Page 52 and 53:
• Commitment to a common purpose
Page 54 and 55:
Away-days A project away-day is ano
Page 56 and 57:
WHY ...are you telling me this? SO
Page 58 and 59:
Page 60 and 61:
Try to put into practice the princi
Page 62 and 63:
Encouraging creativity In Practice:
Page 64 and 65:
There are clear differences between
Page 66 and 67:
Page 68 and 69:
Page 70 and 71:
Page 72 and 73:
Page 74 and 75:
Page 76 and 77:
Page 78 and 79:
Page 80 and 81:
Identifying key stakeholders and th
Page 82 and 83:
Engaging with stakeholders Having i
Page 84 and 85:
Page 86 and 87:
• What channels do we know don’
Page 88 and 89:
Page 90 and 91:
Preparing the Story Once you have a
Page 92 and 93:
Page 94 and 95:
development process include brainst
Page 96 and 97:
Page 98 and 99:
Page 100 and 101:
Reinforcing Loops A + Balancing Loo
Page 102 and 103:
Structuring the thinking - Systems
Page 104 and 105:
Opportunities • Where are the goo
Page 106 and 107:
Page 108 and 109:
Structuring the thinking - PESTLE I
Page 110 and 111:
Revolution This is creativity at it
Page 112 and 113:
For example, Sub-problem: My collea
Page 114 and 115:
Structuring the thinking - Creativi
Page 116 and 117:
Page 118 and 119:
in The Magenta Book) are rigorous m
Page 120 and 121:
Page 122 and 123:
• Avoid asking the same question
Page 124 and 125:
Expectations can be shaped by a num
Page 126 and 127:
Collecting data - Surveys In Practi
Page 128 and 129:
Page 130 and 131:
Collecting data - Interviews & focu
Page 132 and 133:
Step One: Define the problem explic
Page 134 and 135: • Are the units correct? Step Sev
Page 136 and 137: Analysing data - Modelling In Pract
Page 138 and 139: Strategy Survival Guide Version 2.1
Page 140 and 141: The Five Forces Framework can be us
Page 142 and 143: References Structure, Conduct, Perf
Page 146 and 147: Symbols • What language and jargo
Page 150 and 151: • Put a contact name, telephone n
Page 152 and 153: Learning from others - Internationa
Page 154 and 155: 4. Functional Benchmarking or Gener
Page 158 and 159: Strengths • Quantitative forecast
Page 162 and 163: 3. Bring drivers together into a vi
Page 164 and 165: Scenario development In Practice 1:
Page 166 and 167: Scenarios used in the Strategy Unit
Page 168 and 169: groups at random. In other words, t
Page 172 and 173: events. There are a number of diffe
Page 174 and 175: Multi-criteria analysis In Practice
Page 178 and 179: Cost-benefit & cost-effectiveness a
Page 182 and 183: For further material, see the Ratio
Page 186 and 187: Compelling vision for action - the
Page 192 and 193: Designing an implementation plan In
Page 194 and 195: Creating Public Value http://www.nu
Page 196 and 197: National Statistics http://www.stat
Page 204 and 205: Driver trees 97 Econometric modelli
Page 206 and 207: management 17, 20, 27, 34, 45 outpu
Page 208: Strategy Unit, Admiralty Arch, The
show all

Strategy Survival Guide

Create successful ePaper yourself

Delete template?

Save as template?