How to embed a change
Embedding the change is the fourth stage in delivering change. This is where the new solution has just been put in place and the change begins to become the new norm.
Step 1: Monitor critical processes
In the immediacy of a change implementation, critical processes should be monitored to ensure that the risks of failure or issues are minimised. For large complex change a business monitoring log may have been created to aide monitoring and ensure all processes are tracked.
Dedicated post launch support will provide additional help to people as they adjust to the new ways of working. They watch for people sliding into previous behaviours or ways of doing things and assess root causes. More training may be required or further tweaks to the design of the solutions.
During this time leaders of change continue to address challenges, celebrating success and rewarding people who are driving and championing the change. At this stage, the majority of people are likely to be on board, but others may need help.
Step 2: Fix critical issues
An additional role for post live support will be to fix any critical issue. While every effort is made during a change implementation to prevent critical issues from arising, sometimes things go wrong despite everyone’s best efforts.
Critical issues must be fixed to ensure the problems are resolved and the change can continue to embed smoothly.
Leadership and good engagement is critical at this point to mitigate any negativity which may creep into people’s minds.
Step 3: Accept the change into 'business-as-usual'
The sponsor reviews the ‘acceptance criteria’ (conditions which must be met such as no critical issues), and agrees that the change is now the new ‘business-as-usual.’
It is at this point that the project associated with the change will begin closedown activities such as lessons learned and handover. Any non-critical issue may have a handover plan which enables the team to continue to fix any remaining snags with the new solution without the project structure and mechanisms.
Leaders of change now begin to turn their attention to making it stick, to creating a culture which enables and rewards change. Engagement and communication plays a role here as success stories are promoted and the achievement of the change celebrated.
Step 4: Monitor Performance
Finally, with the project closed, the organisation can turn its attention to performing. Leaders will monitor the performance and keep watch for benefits.
Key documents to create
- Monitoring Log
- Handover Log
- Updated training materials
- Lessons learned report
- Project Closure report
This stage is complete when...
The change is considered business as usual and the performance monitoring has been put in place.
3 Key Tips
- Provide dedicated support during the early days of the change – have the project team and champions walking the floor and talking with people to understand if there are any issues and to deal with them quickly
- Make sure everyone knows and agrees what the acceptance criteria is way before step 3!
- Keep monitoring – people like what they are used to and even those who are on board with the change may be tempted to slip back to previous ways of doing things when the intensity of the project is removed