Comment gérez-vous les projets de changement ?

Best way to manage change projects is to take sessions with team members explaining to them ~ 1 ) the benefits arising out of the shift 2) the necessity for this move 3) the areas that will be impacted This will help create the scope and align the team for negligible friction .

Before embarking on a change project, have a clear vision of what you want to achieve. This will guide your planning and execution, and help you communicate the purpose of the change to others.

MAKE CHANGE MANAGEMENT SMART Apply SMART criteria to your change management project: 1. Specific: Define a specific objective f.e., "Increase employee engagement by implementing a feedback mechanism." 2. Measurable: Establish measurable metrics f.e. "Increase employee satisfaction scores by 15% within six months." 3. Achievable: Ensure realistic goals f.e. "Implement new communication channels to enhance collaboration within the organization." 4. Relevant: Align with overall objectives f.e. "Improve customer satisfaction by reducing product delivery time." 5. Time-bound: Set a specific timeframe f.e., "Complete the implementation of new processes and tools within three months."

From my experience, the crux of managing successful change projects hinges on defining the scope and setting clear goals upfront. I believe that with a precise vision and well-defined boundaries, communication becomes more effective, and progress can be measured accurately. From my perspective, this approach ensures alignment, purpose, and measurable outcomes.

Managing change projects involves several key steps: Define the change: Clearly define the change that needs to take place, whether it's a process improvement, technological implementation, or organizational restructuring. Set clear goals and objectives: Identify the specific outcomes you want to achieve through the change project. Make sure that these goals are miserable and aligned with the overall strategic objectives of the organization.

DO A SOAR INSTEAD OF A SWOT A SOAR analysis takes a more positive approach than a SWOT. SOAR stands for Strengths, Opportunities, Aspirations, and Results. Here's how the SOAR framework works: 1. Strengths: Identify and leverage your organization's existing strengths and capabilities. Focus on what your company does well. 2. Opportunities: Identify external factors or trends that could create opportunities for your organization's growth or success. 3. Aspirations: Clearly define your organization's vision and goals. What do you want to achieve? Use this as a guide to steer your strategic decisions. 4. Results: Determine the specific outcomes or results you want to achieve. Think about the measurable impact and the desired end state.

From the beginning, involve people who will be affected by the change. This includes not only those who will implement the change, but also those who will be impacted by it. Their involvement can provide valuable insights, build buy-in, and reduce resistance to change.

You should consider the followings: 1- Type of changes in the project itself , major changes in any project might require formulating sub-projects that can ingenerated with each other by system perspectives. however, minor changes in any project required monitoring and sustain the outcomes and apply simple improvement tools, PDCS/PDSA cycles

Best practices in managing change projects: 1. Develop a clear vision and communicate it effectively to all stakeholders. Ensure that everyone understands the purpose and benefits of the change. 2. Secure strong leadership support and involvement throughout the project. Leaders should actively champion the change and address any concerns or resistance that arise. 3. Establish a comprehensive communication plan. Regularly communicate the progress, benefits, and impacts of the change to all stakeholders. 4. Involve employees from the beginning. Seek their input, engage them in the change process, and empower them to contribute their ideas and suggestions. 5. Create a detailed project plan with clear objectives, milestones, and timelines.

One way I have approached these opportunities is to first ask why are we implementing the change? What are we looking to gain from this? Generally resistance is to be expected but will the change bring more meaningful benefits to all stakeholders. The next step would be to consult with line managers, peers and subordinates and any other teams that would feel an impact about their thoughts and suggestions related to the change and use the feedback to refine and then launch.

Being a leader and setting by example is only one small aspect of running a team. Accepting critique, encouraging and fostering an open collaborative workspace will lead to more progressive and innovative results. Making your team feel like they are empowered leads to more creativity and thus thinking outside of the box. Ask questions, take feedback and encourage opinions.

The success of any change project rests heavily on the engagement and empowerment of the team. I believe in involving them deeply from planning to evaluation, ensuring clear roles, and fostering a culture of collaboration and innovation. From my perspective, recognizing their contributions and addressing their concerns promptly solidifies their commitment and drive.

After all this thinking and planning its easy to forget that your team may not be privy to all of your reasons for your decisions. Or they may not understand why you are implementing it in the way that you are. Its critical to take a step back and look at your plan from their perspective and engage them accordingly. In addition to explaining the new process, be sure to lay out the "whys" and the rest of your thinking. Be prepared to listen and make changes based on their feedback. Not only does this help to get their buy-in, but they may have valuable perspectives from trenches to share.

If you do nothing else, over communicate. The smallest details that you believe may not be worthy of sharing need to be shared. The decisions that are made and subsequently changed need to be shared. Project status needs to be shared, and re-shared. We all know that many people don’t read their emails, or if they do, they don’t read them in their entirety. For that reason, provide as many opportunities as you can to communicate the pertinent details of the change project. Nothing kills project momentum faster than failing to communicate, not just to the immediate stakeholders, but to the entire team.

Even after obtaining feedback, it is wise to follow up afterwards for verification as it may have brought forth something else.

Use these 5 CHANGE MODELS 1. The Bridges' Transition Model states that change requires individuals to go through 3 stages: endings, the neutral zone, and new beginnings. 2. Kotter's 8-Step Model: create urgency, form a coalition, develop a vision, communicate the vision, empower employees, create quick wins, consolidate improvements, and institutionalize new approaches. 3. Lewin's Change Model proposes a 3-step process: unfreeze, change, and refreeze. 4. The ADKAR Model emphasizes 5 outcomes: awareness of the need, desire to support, knowledge of how to change, ability to implement, and reinforcement to sustain. 5. McKinsey's 7-S Model highlights 7 factors for change: strategy, structure, systems, skills, staff, shared values, style.

With change, it’s so important to regularly talk about it, get the team’s input, celebrate successes and achievements, and check in consistently to see how it is truly going. You can ever communicate too much when it comes to change.

Instead of viewing change as a mammoth task, consider breaking it into digestible mini-steps. This incremental approach ensures easier adaptability, quicker wins, and measurable progress. Think less revolution, more evolution.

As a change leader, I often find when the change is presented to teams, any challenge is perceived as something that simply needs to be managed. Listen closely, it’s possible you missed something. It’s possible folks want to simply feel heard. Leave your ego at the door. Successful change requires buy in and supporters at every level of the organization. Engage the challengers. Invite them to contribute their ideas. If you can get the trouble maker to support the change, you will undoubtedly have great success.

Provide Training and Support: People may need new skills or knowledge to adapt to the change. Provide the necessary training and support to help them make the transition. This can also include emotional support, as change can often be challenging. Monitor and Adjust: Change projects rarely go exactly as planned. Regularly monitor the progress of the change and make adjustments as necessary. This can involve revising the change plan, providing additional support, or taking steps to overcome unexpected obstacles.

Like so many others have stated. Figure out your current state Figure out your end state Perform a Gap analysis. Break big talks into many small tasks and take the quick wins. Communicate every chance you get. Metric the whole process so you can show the stakeholders when you over communicate the status. Make sure you involve the end users, get them trained on what is coming and why it matters to them. Get feedback from the users as you progress. Perform a post change retrospect. Figure what went well, what needs improvement and document everything, change happens all the time, experience teaches how to deal with it better so you don’t make the same mistakes.