Step one will likely start to blend into step two if the organization is prepared for change. This step is focused on creating a foundation for change that will drive the rest of the process forward. During this step, the key influencers will focus on getting formal agreements to the modification. In addition to drawing up contracts and creating teams of action, the key influencers may also talk extensively with stakeholders who will be heavily affected by the adjustment to ensure morale and desire for change are high.
Step two is often the time when a project management team is created and the structure and scope of the project is outlined in writing. There may be a widespread memorandum instead of a survey, and there may be a kickoff meeting or event to create the formal process that will bring about the conversion. During this step, it’s vital to consider the organization as a whole. Map out contributory roles, create regular communication schedules, and assign generalized responsibility. Since the majority of companies will work with an outside organization throughout the process, this step may involve heavy collaboration.
Make sure the commitment to change is backed up by formal plans for implementation. Use the same cross-section of stakeholders to confirm commitment to the strategy and weigh in on the process that has begun in step two. A focus group is often instrumental in identifying usability or implementation holes in a design plan. Communication will become a stronger part of the process in step two, which should strengthen an organization’s ability to address obstacles along the way.
Goals in creating a foundation include: