The Value of a Methodology
In his latest case-study, Tom explores the value of applying a structured methodology when tackling the difficult task of making changes in organisational culture and values.
A well-built methodology can accelerate achieving exceptional ROI. It also helps to contain costs while providing agility. Many years ago, it became clear that change management (CM) was a specific discipline (later becoming a profession): that spawned research (notably one being Prosci) and the development of various methodologies. Generic methodologies can be excellent bases for developing specific methods suited to the needs of organisations. Our founders were privileged to have experienced helping organisations, and these take the learning from this into our faster, more complex world. One such experience is what we are discussing today.
The setting was a large financial services organisation. It was managing change; 250 simultaneous ones, ranging from organisation-wide strategic projects to departmental sprints. What drove it to seek a specific methodology was;
- The need to standardise its CM language for efficiency and resource flexibility across initiatives
- The desire to derive great results from many initiatives, simultaneously
- Improved governance in a volatile environment
- Get better ROI on investment in CM training.
We decided to base the customised methodology on the Prosci 3-Phase method, underpinned by ADKAR®. Both stood the test of application and time and were therefore sure bets. In addition, they wanted to integrate this with related disciplines, like OD, their customised continuous improvement/project management methods, and change-enabling systems. This undertaking was part of an Enterprise Change Management (ECM) deployment program.
We procured organisation-wide access from Prosci and then engaged key stakeholders in designing the blueprint to achieve the customised methodology. A strong sponsor coalition was essential for success, as usual with any change. This steering board leveraged our experience in this type of work to guide the design and development that integrated the components into the final solution.
We carefully planned the rollout of these changes as this was not the only change underway. In hundreds of roles and settings, we had to build ADKAR® for this change in thousands of people. We understood that this was a multi-year process and needed a sustainable leadership coalition, but we simultaneously needed to show quick wins to stakeholders. We have seen over multiple ECM projects that the rollout plan is as unique as the organisation and the context in which it takes place. Also, we learned that these plans change over time and therefore need a full review and change process of their own.
This initiative continues to contribute value to the organisation. Its culture is more robust because of its people-caring values and making it more marketable, allowing it to continue being a leader in its industry despite global events and the uncertainties of our current time.