Change management aims to increase the likelihood of new initiatives that can deliver the intended outcomes. MARG offers a specialized program that offers professional Change Management Training in Bangalore to leaders, directors, and all those who have the responsibility of the company goals on their shoulders.
When an organization introduces change with a project or initiative, the change needs to be managed by both people and technologies involved, only then can the outcomes be effective. The management generally provides all the processes, tools, and structure that need to be implemented for the change. Therefore, the technological side ensures that the change is applied and delivered effectively. Now, when it comes to the people's side, the employees who have to undergo changes in their regular processes are the ones responsible to ensure that change is adopted and utilized proactively. But, what do you do when the organizational function that needs to adopt change is not the one trying to implement it? Change management generally crosses functional lines in organizations. So, here are three tips that can influence change across organizational boundaries.
Mutual goal identification
It is obvious that different departments have different goals. Every department pursues their own goals, and at times at the expense of the other’s performance. But, when two different groups find a common ground to work upon towards a mutual goal, the entire working and outcome diverts towards effectiveness. So, you must identify a mutual goal that is ultimately beneficial for the organization so that both groups are committed to achieving it. Also, arrange for recognition programs where they can be rewarded for achieving the organizational goals. This will enhance motivation.
Let us consider an example where a project is designed to improve the accuracy of inventory in a supply chain. Here, the supply chain function needs the change, but it is the people involved in the operations and those using the system that also need to adopt the change. Here, the leader of the supply chain is the sponsor. Now, in order to gain commitment from the operational leader, some amount of project ownership will need to be shared. This ultimately results in the operational leader and the team to become participants of change. Therefore, you must involve leaders whose teams need to adopt the change to be a part of the project alliance. The sponsor and leader must partner up is they want the change to occur for better outcomes. Instead of forcing the leader to take actions that works for the sponsoring department, the sponsor must ask the leader to take up a decision that can help make the project work for the entire team or organization. The leader must have the power to lead the change.
When two departments work together, it is apparent that the performance of one department affects the other. You must make it a point to show the department that is hesitant to work towards the change, how driving change will improve performance if they adopt the change. They need to be able to identify how a performance improvement in the department driving the change will improve performance in the department adopting the change. All the benefits of solving problems and complaints must be addressed.
If all the above tactics are successfully employed, the organizational boundaries will start diminishing and both the departments will learn the importance of adopting the change. This will ultimately make the project a higher priority for them, due to which they will willingly work with the changed processes.