Boundary activities and readiness for ... - Projekti-Instituutti

Results
4.4 Readiness for change program implementation
During the analysis, indicators of program success were identified and
analyzed in terms of indicators of readiness for change program
implementation. In this section these findings are introduced.
4.4.1 Indicators of readiness for change program implementation
According to the literature analysis on the success factors of change
program initiation (see Table 6), readiness for change program
implementation requires that there is a clear intent for the change and that
there are sufficient resources for implementing the changes. While the
initial framework for analyzing readiness for change program
implementation was created based on the literature analysis, the concept
was further specified during the empirical analysis, based on the findings in
the three cases. The refined dimensions of readiness for change program
implementation are listed in Table 15.
Table 15 Dimensions of readiness for change program implementation
Indicators of readiness for change
Intent
Visible need and pressure for change and
sustained momentum
Clear and shared vision, a sense of direction, and
commonly accepted goals
Purposeful plan for change content, change
process, and program structure
Resources
Skillful and charismatic leaders, including both
program owner and program manager
Dedicated program team(s) with explicitly
committed, motivated members
Visible senior management support and
involvement
Receptive environment in terms of prepared
recipients of change
Autonomy
Legitimate position in the organization
Authority and autonomy to realize change
Description
There is a clear and shared intent,
based on a shared understanding of
what needs to be changed and why,
and there are sufficient plans for
starting to realize the intended
changes.
There are sufficient resources for
realizing the intent in terms of
dedicated program managers and
participants and external support.
The program has a legitimate position
in the organization and there is
sufficient authority to use the
resources and realize the intended
changes.
As the most visible development, the original concept of readiness for
change was extended by adding a third main dimension of readiness,
namely the autonomy of the program. A change program is viewed to have
sufficient autonomy required for program implementation when the
program has a legitimate position in the organization, and the program
actors have authority to use the resources and realize the planned changes.
138