Amidst market instability due to a recovering global economy and public-sector austerity measures without precedent for over a generation, one thing remains certain for organisations – change is on the horizon.

If not managed well, the threat of mandatory change can create organisational confusion, disillusionment and low productivity.

All-too frequently it is the human and cultural aspects of organisational change which are overlooked, becoming the reason why change fails to gain traction. This article proposes six principles to embrace the uncertain road ahead with greater clarity of purpose.

1) Build a common vision

One of the most common reasons cited for programme failure is the lack of a shared vision amongst stakeholders. Defining a desired 'to be' situation which everyone affected by the change can articulate and understand is fundamental. It unifies the organisation behind a definite common goal and focuses attention on the future state.

The vision helps set priorities and describes what the firm will 'stand for' once an upheaval has been managed. Crafting the vision should include representatives from all groups that have an investment in the outcome to increase likelihood of universal buy-in.

2) Make a compelling case for change

Creating a compelling case for change is about communicating why the change needs to happen and making it 'real' for individuals.

Employees can feel that the change is not necessary, and that they do not need to be involved with it. Where a clear mandate exists, communicating this to employees helps align a change programme.

3) Identify and realise the 'quick wins'

Actions speak louder than words in any change situation and the rapid delivery of small but meaningful 'quick wins' early in the programme, sends out powerful messages to the organisation.

Small but significant steps in the right direction build credibility at the start of a programme, providing the licence to do bigger things further down the line.

4) Adopt a structured project and programme management approach

Programme and project management disciplines break down delivery in manageable chunks, enabling control and progress monitoring.

Change relies upon the cultural and human aspects of adopting the 'to be' state, but it is essential that these are coerced by a structured and coherent programme of delivery.

A clear hierarchy of 'products' with no overlap or gaps reduces the potential for confusion or accidental omission.

5) Recognise the change-readiness of stakeholder groups within the organisation

Prior to initiating the change programme, varying states of preparedness will exist within key stakeholder groups.

For example, the level of engagement amongst senior executives following an acquisition may be very different to junior employees. Understanding the 'readiness' of each of these groups against defined aspects of the change enables the programme team to assess and monitor key risks to programme adoption.

6) Manage the programme from a benefits-led perspective

Benefits realisation management is a discipline that is frequently overlooked, resulting in planned benefits described in the business case not being fully delivered.

A benefits-led approach - starting with the definition of the intended programme benefits and working backwards to the required business change - focuses the programme upon the delivery of real value.

Summary

Recognising the requirement for extraordinary transformation is the first step to implementing significant change programmes. Instability and austerity across both private and public sectors is likely to drive an extended period of organisational change; and the ability to manage change programmes with control and clarity will be a critical differentiator.