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