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SIGMA Project Guidelines Toolkit R&D streams Practical experience

information
Introduction
How to use
Foreword
Executive summary
SIGMA Principles
Management Framework
Introducing the tables
Four key phases
Leadership & vision
Planning
Delivery
Change management
Management
Internal controls
Monitor, review & report
Views on the Guidelines
  delivery - change management  
 DELIVERY - change management - D1
Key Questions ‘What organisational change is necessary and desirable to achieve the organisation’s vision for sustainable development?’
Alignment with principles Organisations should ensure that:
  		• Any change management processes support the organisation’s principles and are communicated effectively across the organisation, to enable the organisation to deliver against its vision for sustainable development.
    When Ongoing – an assessment is required in the early stages of the SIGMA implementation process to ensure that appropriate and desirable organisational change is supportive of a move towards sustainability.
    Who Project Champions, Board Members, Senior Management Team and SIGMA Implementation Team
     Change management
    Key activities
  		• Agreeing and implementing change management approach/methodology (e.g. evolutionary change/revolutionary change)
  		• Consult with employees over significant changes as early as possible
    Suggested resources
  		• SIGMA Guiding Principles
  		• SIGMA Sustainability Scorecard
  		• SIGMA Guide to Stakeholder Engagement
  		• SIGMA R&D Report on Innovation, Learning and Culture Change
    Outcomes & outputs
    document Change management process and plans
     Key Issues
     

    Useful documents:
  		• Report and recommendations on requirements for cultural change generated in LV4
  		• Information on cultural change programmes
  		• Initial performance review report/compliance report/actions, impacts and outcomes report/governance reviews
  		• Strategic and tactical plans and supporting documentation
  		• Communication and training strategies, plans and programmes, including review documentation

    Real world tips:
  		• Recognise that cultural change takes time and is often difficult to achieve.
  		• Take time to explain change plans, taking care to identify benefits for those involved in the change. The aim is to create a motivating and shared vision of the organisation's future. Set clear outcomes.
  		• Learn from previous change processes in the organisation (what worked well, what was less successful).
  		• Make clear which old ways of doing things cannot continue, but take care not to devalue past achievements; instead celebrate their role in the organisation's heritage.
  		• Create a sense of urgency. Plan, lead, motivate and enthuse.
  		• Identify change leaders who help guide and reinforce the change process and who motivate others. Recognise that change is first and foremost about changing behaviour, and employees need to be supported through that.
  		• Identify who needs to support the change and who can block it. Identify target individuals or groups whose support is needed and develop a plan to gain the necessary commitment; this may range from 'let it happen' to 'make it happen'.
  		• Create new mechanisms for implementing change, e.g. pilot programmes, workshops, training programmes, new incentive schemes. Plan carefully in advance, monitor and evaluate the process at every stage.
  		• Communicate and involve people in shaping the change. Start communicating early, be honest and listen to stakeholder concerns.
  		• Reinforce the new culture, for example by rewarding new behaviours and risk taking. Check that reward and recognition policies are aligned with the cultural change you are seeking to create. Leaders need to exemplify the change.

    This list draws on ‘Implementing Change’ by Professor Todd D. Jick Harvard Business School case N9-491-114. 1991 & Managing Best Practice No. 59 Change Management, The Industrial Society (now the Work Foundation) 1999 ISSN 1355-1515.