Once the scope of the initial change process has been met, the endeavor may not be entirely over. Until an adjustment is habitual, there may be an opportunity for it to derail. Continue to monitor the success of the change for a time period after the initial transformation takes place. Then, the process has two branching possibilities. The project may have met its intended target, in which case the organization can celebrate its success and move on. On the other hand, it may be time to transfer the tried process to other initiatives or geographical locations or make it a key part of the organization’s structure.
Regardless of the position taken at the end of the initial project scope, step four is a time for celebration. The organizational change model puts a heavy emphasis on addressing human capital in the appropriate manner. Congratulate individuals for their contribution and celebrate the overall success of the investment for the organization. Then, running on the motivation from the victory of this transition, key influencers and stakeholders can make a decision for or against moving the process into other fields.
Although experience makes it easier to expand the project for further development or replication, it’s wise for key influencers to recognize and follow the steps for each additional process once again. Remember the people and the processes that helped the organization succeed, and use those assets to improve the procedure the next time around. Use proponents of the process and the project to help gather support for the extended initiative and to create a sense of motivation, as described in step one. Keep the initiative transparent, and remember that every iteration may have slightly different needs and goals. Make step four a positive experience for everyone involved by keeping the same drive that fueled the initial steps of the project.
To institutionalize these efforts, the key influencers and key stakeholders from the first initiative need to be active and present. Focus on creating efficiency in the existing structures and adding credibility to the campaign at every phase. Use step three’s measurements to support your claims and give the initiative legitimacy.
Goals for cementing the change include:
Change isn’t difficult to support if an organization has the right tools and people involved. The organizational change model provides the social considerations any adjustment process needs to succeed. Sufficient preparation and effective conversations at each step will end with a positive transition for any organization.
For more information about the organizational change model, engaging in driven dialogue, or identifying the key influencers in your organization, reach out to Balaji Consulting Group.