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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139<br />
Results<br />
While the addition of the third main dimension was the most visible<br />
change to the original framework, the contents of other dimensions were<br />
also refined based on the findings. Within the first main dimension, the<br />
intent <strong>for</strong> the change, some additions were made. In addition to the visible<br />
need <strong>and</strong> pressure <strong>for</strong> the change, the analysis showed how the momentum<br />
needs to be actively sustained. As the initiation <strong>and</strong> planning stages alone<br />
may take several years, the early enthusiasm must be maintained <strong>and</strong> even<br />
actively fed by the program managers. Similarly, in addition to a vision <strong>and</strong><br />
a sense of direction, the program should also have an explicitly stated goal<br />
that is commonly accepted. As programs differ from smaller <strong>and</strong> more<br />
clearly defined projects, the goals may still remain at a quite high level <strong>and</strong><br />
they may not be fully translated into detailed objectives at the program<br />
level. Thirdly, in addition to the purposeful plan <strong>for</strong> the change content <strong>and</strong><br />
the change process, the program’s organization <strong>and</strong> governance structure<br />
must be planned, established, <strong>and</strong> stabilized.<br />
Related to the second dimension, the resources <strong>for</strong> the program, the<br />
findings suggest that the skillful <strong>and</strong> charismatic leaders of change should<br />
include a program owner, representing top management <strong>and</strong> serving as the<br />
ambassador of the program within the wider organization, <strong>and</strong> a dedicated<br />
program manager who has sufficient authority in the program’s internal<br />
issues. Also, a notion was added to the dimension regarding the dedicated<br />
program team that the resources should be explicitly allocated to the<br />
program (or to multiple hierarchical teams, as it often seems to be in<br />
programs), <strong>and</strong> the participants’ motivation should be actively maintained.<br />
While the dimension of visible senior management support <strong>and</strong><br />
involvement remained as such, the last dimension related to the resources<br />
was developed to more directly address the recipients of change. According<br />
to the analysis, it seems that a central part of the supportive <strong>and</strong> receptive<br />
environment is that the recipients of change are in<strong>for</strong>med of the<br />
<strong>for</strong>thcoming changes, at least on a general level, <strong>and</strong> prepared <strong>for</strong> them.<br />
4.4.2 Readiness <strong>for</strong> change program implementation in the three<br />
cases<br />
Next, <strong>readiness</strong> <strong>for</strong> change program implementation in each three case<br />
program is analyzed as it appeared at the end of the initiation phase. For<br />
each case, a more detailed account of all dimensions of <strong>readiness</strong> can be<br />
found in Appendix 5, including exemplary quotes from the interviews. In<br />
cases Center <strong>and</strong> Chain, which included two rounds of interviews, the<br />
quotes in Appendix 5 are with just a few exceptions from the second round<br />
of interviews, when the change programs were supposed to already be in<br />
early implementation (but as stated in the case description in section 4.1.1,<br />
Center’s program was still in the planning phase).