Why are you changing?

This post is not to question making changes but rather how.

First, you when you decide to machine a part you would not start until someone had provided you with a drawing so you know what you will be creating. Similar if you decide to build a house I am certain you will start with some key requirements like the number of bedrooms and bathrooms ... the requirements will then be incorporated into a blueprint so the builder will understand what you want and the blueprint quantifies your vision. In both examples we have created a specification.

Organizations embark on a journey of change without initially defining the need for the change and what is it going to deliver. Often Change is initiated because it seems like a good thing to do and off they go creating project plans complete with Gantt Charts and milestones.

Before you embark on a change journey as a team you should answer the following questions:

Why are we Changing?

• How do we obtain steady and profitable growth?

• How do we find and hire the right talent?

• How do we capitalize on advances in technology?

• How do we increase Productivity?

• How do we implement Lean Methodologies

What are Changing?

• Machines

• Automation and Robots

• Computer Systems or System enhancements

• Communication strategy.

• Culture

What are we Changing To

• A quantifiable and measurable end state as a measure of success.

How are we managing the Change?

This could be by deciding to allocated a dedicated resource or perhaps utilizing an Action Team.

A big part of Managing Change is that you need to have frequent reflection meetings to insure the change is progressing as planned and delivering the desired results. At one of my employers we have a fully staffed Project Management Office, we had nice color coded Gantt Charts we even had monthly Reflection Meetings ... but did the projects actually move? According to the Gantt Charts, yes but according to our P&L and other productivity indicators ... No! This led to our internal joke that CI and Change Management would be celebrated after the Magic Weekend. The Magic Weekend was the last fiscal meeting before our new objectives were cast.

So here are some tips to Manage Change ...

You Need to Reflect often

Project Conclusion Reflection

• When: End of Project or during next year's planning

• Purpose: Evaluate what worked, capture learning, decide what continues

• Who: Leadership team and department owners

Midyear Reflection

• When: Six months into execution

• Purpose: Step back from tactics to see if business conditions warrant strategic adjustment

• Who: Leadership team

Key Questions

• What was accomplished versus planned?

• What caused gaps?

• What external factors affected results?

• What capability gaps became visible?

• What surprised us?

Continue or Close?

For each existing objective, decide:

Option 1: Achieved —> Move to Daily Management Confirm before closing:

• Process owner assigned Standard process documented

• KPI defined

• People trained

• Problem-solving system in place

Option 2: Not Achieved —> Revise and Continue

• Understand why objective wasn't achieved

• Propose new approach with countermeasures

• Revise activities, targets, or support

• Continue in next year's hoshin

Option 3: Partially Achieved —> Continue with Focus

• Identify what worked and what didn't

• Narrow focus to close specific gaps

• Adjust resources or approach

Reflection Checklist

Reflection Checklist Use reflection checklist when:

• External conditions changed significantly (market, competition, regulations)

• Internal events require response (acquisition opportunity, capability gaps)

• Monthly reviews show systemic problems

• You're lost in tactics and need strategic perspective

Key Questions:

• Are original objectives still valid?

• Do activities need adjustment?

• Are resources allocated appropriately?

• What's working that we should reinforce?

Adjustment Principles:

• Make surgical changes based on facts

• Adjust when conditions genuinely warrant it

• Don't change plans willy-nilly

• Don't abandon objectives before capability can develop

Creating Psychological Safety for Honest Reflection

Reflection only works if people tell the truth. Ground Rules:

• We're here to learn, not blame

• Openness builds trust

• Mistakes are learning opportunities

• Focus on process, not person

• Honor both achievements and gaps

As you develop a framework (Specification, Drawing) around your proposed change use this information to measure the success. Of course, we are available to help.