Point of Control »
Assumption: When the client steers the program, the new knowledge will modify behaviors and deliver better results.
Consideration: By offering information about trend, impact, and consequences of not acting, people might try new ways or not.
Application: Bottom-up improvement initiatives, where the desired change does not depend on a directive or an external process.
Example: Trend-analysis that lead to internal improvement or restructuring.
Assumption: When sharing control between client and consultant, the jointly developed solutions will lead to better results.
Consideration: When co-leading the transition, success depends on a clear direction, level of buy-in, and solid alignment between both parties.
Application: Central improvement program, led by senior management, and supported by the external expert.
Example: Developing a new organizational structure or updating a business model.
Assumption: When the external leader takes control, people will adapt and modify their behavior by following a clear direction.
Consideration: By providing a directive, people may comply under pressure while their fundamental believes remain unchanged.
Application: Out-of-control situation, when the deadline is near, or rapid change or strict consequence management is required.
Example: Turnaround to bring performance on target or a project back on track.
Level of Control
The level of control given to the external party like us depends on the situation and the desired impact. Most engagements however require different levels of control at different stages of the project. The delivery of sustainable value through change involves introducing and sustaining multiple policies, practices, and procedures across multiple units and levels.
An engagement might start with a command action to turn around a unhealthy situation, followed by a round of education interventions to train stakeholders, and finally a series of nudges to stimulate action. Key is developing a cohesive and coherent change strategy that will help realize sustainable value, rather than the knee jerk changes or quick fixes that often lead to long term decay.
Involvement: 5% for monthly coaching session.
Method: The expert actively listens and shows understanding for the problem, asks guiding questions and provides a view.
Benefit: It gives people all the time and space they need to decide whatever is right for them.
Risk: Freedom of choice can induce stress to find the right path. People may find it more gratifying to select from a smaller menu of selected options with a clear path plotted on how to become more successful.
Application: Mainly used by psychologists to analyze behavior and study culture.
Involvement: 10% for bi-weekly consulting reviews.
Method: The expert helps in the analysis and provides advice to managers making the decision.
Benefit: In this education intervention, the role of expert is to help people understand what is happening, what is coming, and how this change might impact them. It allows people to accept or reject the given advice.
Risk: Engaging into endless discussions without any real action.
Application: When people need specialist knowledge to understand and commit, such as for a pre-merger analysis or a business process redesign.
Involvement: 25% for weekly performance reviews.
Method: The expert helps people to understand and encourages them to try new things, while getting key people involved so others will follow.
Benefit: The nudge creates change through presence. It leaves a large degree of control with the individual but there is an indirect push by management toward a specific outcome.
Risk: People might get irritated from the indirect approach and semi-soft actions, provoking a backlash.
Application: When internal action is not appropriate, such as downsizing over time because a full-blown redundancy program is not feasible.
Involvement: 50% for management support.
Method: Authority and most decisions are delegated to the consultant who retains significant authority over the direction of the project.
Benefit: Taking the helm includes others in the change process, helping quick learners develop the skills towards independence.
Risk: Uncertainties from a shared directive make it less clear on who is in charge; managers can become resentful because of limited control. Requires roles and responsibilities to be clarified so people find their places in the transition.
Application: When implementing a new software or system.
Involvement: 100% for leadership assignment.
Method: The consultant or interim manager owns the process and has full control over resources, while the client is fully dependent on the external leader.
Benefit: Speed, simplicity, and autonomy for the leader to get things done.
Risk: Can scare people and make them feel powerless. Successful when the consultant takes full control while coaching individuals, helping them towards independence.
Application: When internal capabilities are insufficient to achieve desired results, such as in turnaround situations.
The 5 Success Factors
For any change initiative to deliver desired impact, there are five success factors to be in place:
- Vision that defines the direction and outcome
- Skills and capabilities to implement the vision
- Incentives that motivate people to take action
- Resources, such as people, and investments
- Plan and structure to implement changes
We help our clients to set their initiatives up for success, ensuring that all five factors are in place:
- Client provides incentives and initiates the program
- Leanmap provides expertise and implementation plan
- Jointly providing the vision and resources for the project