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| Northpoint-Infinity Change Management Implementation |
The goal of any business initiative that is targeted to deliver commercial benefit is often described as change management implementation and as a result sometimes fails to deliver due to its negative association. When approached using the Infinity Change Management Implementation Model, the related business improvement takes centre stage and people feel more comfortable with the process and as a result contribute more fully.
The Infinity Change Management Implementation Model follows a proven blueprint that has been used in many previous campaigns and would be tailored to fit your culture and brand.
Each of the 10 stages would be planned and implemented in consultation with designated senior managers and we would help you obtain the backing from the Board and Managing Director who are vital to the success of the project.
1. Set the vision, goals and objectives for the programme This is generally accomplished with the board, strategic planning group or selection of managers nominated by the MD, or the MD themselves. Previous projects have had the goal of increasing revenue by a specified amount, implement a customer centric culture and move from a technical product set to a more commercial approach.
2. Benchmark the organization Assess how fit for the purpose of achieving the vision the company is. You may have already achieved this, in which case a statistical cross section is profiled to ensure a current view or to substantiate previous data
3. Measure the culture index the ‘AEV'© rating (Added Emotional Value) and based on the vision include the management team in assessing the needs to the business in a wider perspective. This measures how competent your people are to implement and deliver on the objectives of the project
4. Gap Analysis Based on the current situation and the vision a gap analysis would identify the key areas to be addressed and create a set of projects that would deliver the vision
5. Change Plan Using those projects, a change plan would be created together with a message architecture that would enable the entire organisation to be included and to deliver value into the initiative and the ongoing projects. At this stage any training needs analysis results would be included to assess peoples' fitness for role and provide a road map so they could contribute fully
6. the Launch At a set point in time the entire company would be exposed to the corporate communications plan and the ‘Launch Event' would include everyone and provide the opportunity for ideas and 'how to fix' things to be collected and collated into a post launch action plan
7. Train the project teams Following the launch the project implementation teams would be formed to progress sub-initiatives that would deliver on the vision
8. Skills and Enhancement Program At the same time 4 concurrent learning and development programmes would commence
a. MLP, the Management and Leadership Training Programme, which consists of a comprehensive programme of skills upgrading so that managers are
certified at line, middle and senior levels with direct relevance to the project and commercial objectives
b. Project Implementation - equipping everyone to be able to cope with change and to overcome inertia and resistance in order to make things happen
c. Coaching and mentoring programme - designed for key managers and individuals to equip them for the future and potentially fasttrack them
d. Generic skills updating to ensure that the project delivers a personal development plan for every person so that they can be in complete synch with the main
programme
9. Skills Transfer. One of the final parts of the programme is the skills transfer so that in the next stage - control is fully handed to the Internal Management Team for ongoing project redefinition, honing and implementation.
10. Programme review and delta plan. Phases 1-9 are revisited by in house people and the process continues as circumstances, the commercial landscape and the project evolves and produces results.
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