Process Side of Change Management

People, Process and Technology are three pillars of change management. In this blog, I am going to look at the process side of change management. Although Process has a considerable overlap with other two aspects, there is still room to look at process in isolation. Borrowing from the simple yet effective model of Lewin, Process can be unfreezed, analysed and repackaged as shown in the below diagram.

Figure 1: Transforming Cube to Cone

So, how do we go about analysing/transforming the process? The rest of the blog will give an overview of three styles using which the process can be analysed.

1.       Process Related Analysis

One of the important things while conducting this analysis is to keep things simple. It is easy to dive in with all the six sigma and lean tools to collect and analyse and weed through massive piles of data to calculate the work-in progress, processing times, queuing or waiting period etc. There is nothing wrong in using them but the mind-set with which it is used makes them more effective. The key question is to check whether the process is ready to take on the challenges expected in the future i.e. based on the organisation strategy. If not, where is the waste in the process? In simple terms, what is the value-added time? While it is easy to ask what is value-added time, it sometime gets difficult to clearly draw a boundary between value-added and non-value added time. Here are some pointer questions that help identifying value-added time:

• Is this step adding something that is of interest or value to my customer? 
• Does this step help contribute towards on-the job learning for my employees?
• Does this step introduce any additional work downstream?

2.   Quality Related Analysis:

During my childhood days, my parents used to say that if I spend quality time studying and doing my homework, my life would be much easier later on. All of us must have had similar sort of advice during some stage in life.  Same principle applies to this type of process analysis. While analysing a process, it is essential to see whether a process is done right the first time.  Right first time means “quality”.  Immature organisations especially in service industry measure quality as an after-effect i.e. Just before the service is ready for consumption or even worse with metric such as “No. of customer complaints”. And then a post-mortem is conducted to find out the issue. To avoid such reactive behaviours, the answer lies not in just about adding a metric but it’s about uncovering the symptoms earlier in the process. i.e. being more proactive than reactive.   

3.       Governance Related Analysis:

This aspect tells how good a process is handled. Right from designing a process, adding a measurement metric to ensuring proper resource allocation is very central to this theme. There are several parameters that determine good governance such as reducing the variance, drive down the learning curve, use of good metrics that provide good insights etc. Here is where smart leadership and management play an important role.  Smart leadership & management skills because many times, organisation just look at all parameters within governance in isolation but depending on the nature of the business, these parameters might be interlinked. For instance, I knew an organisation which tried to improve resource allocation by allocating one resource per task within a process but as a result, the learning curve & time to acquire complete process knowledge increased multi-folds. As a result, the employees got disengaged which pushed the attrition rate up but the metrics never revealed any problem until very late in the game.

Overall, these three styles of analysis provide a guiding hand to analyse the process from multiple perspective. However, it is also vital to know the dynamics between the process, people and technology in order to deliver successful change implementation.

Digital Transformation – Watch out for these 3 gotchas

Few days back, I attended a conference “Leading through Change” in Cranfield School of Management. One of the key themes was the pace of technology changes. Specifically how does it affect organisations & its people? It brought back vivid memories of my Digital Transformation experiences. On reflection, I can definitely share three gotchas & lessons. If you are leading a Digital Transformation or being a part of one, keep an eye on these three gotchas!

Gotcha #1:Partial digitalisation and/or digitalising bad process are not good.

How can we simplify things and deliver better customer experience – That is how most of the Digital Transformation start. Therefore, it is pretty useless if you digitalise only part of the process. In one of the Digital Transformation works, our aspiration was to digitalise all customer interactions completely. However, behind the scenes people were still holding on to the notion that old practice of keeping a physical copy for every customer order would continue. This was leading to i) Increased cost of inventory due to need for stationary and storage space year on year ii) Increased time & effort due to manual search to retrieving orders. After working out the cost & benefit, we manage to avert both. Thank god! Lessons learnt: When you do digitalise, do it completely. No half measures.  Don’t lose ethos of transformation. Digitalising bad process means garbage in & garbage out

Gotcha #2: Linear project execution to deliver change are not always suitable.

 Anybody with good experience will know that this is true. Yet with Digital Transformations, I quite often see traditional project plan & execution taking over when the pressure to deliver kicks in. Agreed, delivery is important but not at the cost of losing people. The role of the transformation programme is to help people manoeuvre their way around the change adventure. Whilst doing that, it is ok to be reactive at times & have small failure(s) along the way.

Whilst having a plan is a good thing, we need to blend good stakeholder management with those plans to increase effectiveness of the delivery. Here is one way to do it – As and when you deliver (or not deliver) each milestone, what change bombs will present itself? How will it affect the views of your stakeholders and specifically will it cause them to go back & forth on their stance?

Lessons learnt:

• Plans are means to an end so don’t jeopardise the end game for the sake of sticking to a plan. 
• Use traditional project plan in conjunction with stakeholder management to guide your change execution. 

Gotcha #3: Turning a blind eye to people’s feelings & emotion will cause irrevocable damage 

With Digital Transformations, there is a lot of focus on delivering a system that can be a game changer. That often drives the people leading change to concentrate purely on digitalisation and forget that people are very important. In this day & age, organisations will undergo number of changes at the same time. So the chances are that there is some other change ongoing simultaneously. Although Digital Transformations is for greater good, it will not be beneficial to everyone. People have to make radical adjustments. Talking about these adjustments openly will boost the authenticity of the programme. Allow people to share their fears & aspirations honestly in an informal setting. Initially such an effort might seem counterproductive but in the long run, it will pay dividends. Lessons Learnt: Change programme will affect people so don’t brush away their concerns  Emotions are a big factor but being transparent is the only way to be authentic

Feel free to share your lessons on how you are winning in your Change adventure.

Why driving Improvements beyond Organisation boundaries matter?

Business improvements and customer experience are topics that are very close to my heart. Driving business improvements is my core capability. Delivering better customer experience through improvements is something that am passionate about.

As an Improvement lead, my current adventure is to improve O2’s Change Process. On a daily basis, O2 uses this process to make a fundamental difference to its Network & IT landscape – whether it is maintenance, upgrade or rollout of new technology. With close to 100k changes a year, this is a key operational process. If this process does not live up to the expectations, O2’s customers are going to know pretty soon as the service will be affected.

Until recently, the focus has always been on the implementation and delivery of a change on the day. However with growing customer base and changing time, customers' expectations has grown and so has O2’s commitments to them.  Therefore, in order to provide a consistent customer experience across the piece, there was a clear need for improving the operational efficiency. However, there was a small challenge. Just like any other big organisation in today’s world, the end-end process stretched beyond the organisation boundary.  From the start of this year (2017), I dedicated my efforts to a key yet challenging area of the business that had 60+ (yes, 60+ vendors!).

Recently, I visited one of our key vendors’ office to conduct a workshop/awareness session with 30+ people. The session was very effective mainly because everybody shared the common ethos of delivering better customer experience through operational excellence. During the workshop, we discussed number of challenging issues and used a data-driven approach to develop a deep understanding of root cause & solutions to it.

Result: Until date, there has been 25% improvement. That means only one thing – Better Service and hence improved Customer experience.

Here is a pic of cross-border team in serious action mode (Sorry, next time I will take a better picture)

Final thoughts:

Irrespective of where you work, the key thing is to understand where your process is d delivering great customer experience. Therefore if you are:

• An improvement or transformation professional - You will have to break the mould and encourage organisations to be bold enough to stretch into its supply-chain. Only then, they can truly become “customer-centric”.
• An Operations Manager/Leader – Know where your process begins and ends from the customer experience point of view. Then look at how you can improve continuously to deliver better customer experience.