Your CEO is concerned about taking the first steps on the Agile Lean transformation effort. She understands that companies often fail because they cannot figure out where to start. You know as the transformation leader that you need to view change management from two viewpoints – managers and front-line employees . So, when your CEO asks you to describe what would be your first step, you decide to use the managers and front-line employees as the starting point. What specifically will you tell her about one step you would take with managers and one step you would take with employees?provide replies to below 2 separate discussions each in 150 words.
shen-
An agile lean transformation can be challenging for an organization, especially when they're new to it and encounter some resistance from within the organization. Companies often fail when they start this process since they expect results almost instantly and neglect the importance of training, learning, and patience. As the transformation leader for this change, I would advise the CEO to begin this process by using the A3 thinking approach with managers to get them on board with these new changes and to make them an active part of the problem-solving process and efforts being taken to fix certain issues within the organization. The A3 approach allows managers to actively think about issues and figure out solutions and other steps to fix issues. This would bring them on board with our efforts and help them align themselves with our new vision. As for the frontline employees, I would strongly recommend using the ADKAR change management model for the successful adoption of these new changes. The ADKAR model covers all the crucial steps required to be addressed going into a new and big change of this nature. Using these tools and methodologies, we can ensure that the new vision and proposed changes are clearly communicated to employees and sufficient training is provided as well.
hima-
In today’s business environment, companies cannot settle for incremental improvement; they must periodically undergo performance transformations to get, and stay, on top. But in the volumes of pages on how to go about implementing a transformation, surprisingly little addresses the role of people. According to me, it is very important to have committed and engaged team of people who believe in the change initiative in order to have a successful transformation.
There are 4 main focus areas to keep in mind while planning any transformation activity:
- Make the transformation meaningful.
- Senior leadership should model the expected behavior.
3.Building a strong and committed top team.
- Pursue the impact and evaluate the progress.
I would start with identifying the team members and their capabilities in order to create a team that can lead the change initiative. These people can be the change advocates who will help to share the vision and reason for the change and the new expected behavior. They will be the voice of the senior leadership to a large mass of the employees and also the 'listening board' for any concerns and questions. They can act as the perfect bridge between the leadership and the employees during the change transformation.
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