17 Jun Managing change in business critical document processes
Transforming business critical document processes is vital to increasing worker productivity and ultimately meeting top corporate goals: financial targets, innovation and superior customer service. The ability to fully realise the benefits of transforming business critical document processes depends on success in changing people’s behaviour.
Below are some of the best practices that bring the organisational and human behaviour components of change together for higher user adoption and greater user proficiency in transforming business critical document processes.
- Work within a Change Management Framework – a framework for managing the people component of change helps businesses increase employee adoption and productivity during business transformations, and decrease the time to completion. For example, the Prosci ADKAR Model is one of several core components of the overall Prosci Change Management Process.
- Take behavioural change management step by step – the most effective strategy for changing people’s behaviour is a tried and tested, step-by-step approach. Again, one example is the Prosci ADKAR Change Management Model, a goal-orientated framework for managed, properly sequenced, individual behavioural change in support of a desired business result.
- Secure executive sponsorship – sponsors, ideally from the C-Suite, must do more than simply “buy-in” to the transformation; they must be proactive in ensuring the team can move past any potential roadblocks. Sponsors must help in continuing to emphasise the goals and progress of change, and participate in openly rewarding success.
- Build an organisational change management team – two of the most important roles for a strong change management team are that of respected end-user subject matter experts and responsible line of business managers. A marketing communications function can help to clearly communicate the benefits of change to all stakeholders.
- Develop a communications plan – all communications must continue to emphasise the benefits of change. A communications plan helps promote employee awareness and lowers the risk of alienation. Communication around a business transformation can be “branded”, for example with a tagline, and promoted via electronic and physical media.
- Design education and training before transformation – an organisational change management plan should call for education and training to be in place before launching the change initiative. This will reassure people they have what they need to succeed. Subject matter experts are in the best position to help design a plan for educating and transferring skills, and can work with marketing communications to design and implement a training programme.
- Establish clear KPIs – measurement of key performance indicators (KPIs) will reveal overall performance in meeting programme objectives, and must be agreed upon before any change initiative. KPIs can be departmental or company-wide, and where possible aligned with metrics that are important to local operations.While new processes may call for new performance measures, existing KPIs – like cost per page or customer service response time – should be leveraged as much as possible. This provides a certain level of comfort and sense of continuity throughout the organisation.