Business transformation has typically been linked to significant, protracted initiatives. Change management was still carried out using a largely sequential waterfall model even if recent years saw a reduction in the size, speed, and emphasis of such programmes. Then Covid occurred, forcing all organisations to consider their capacity for rapid change. This gets us to the relevance of Agile Change Management.
One of the finest methods for bringing about significant and long-lasting change within an organisation is an agile strategy or persistent series of small, planned adjustments. When these little adjustments are done consistently over time, they combine to create significant change and transformation. Let’s examine a few elements that aid in defining and expediting such Agile change management initiatives–
- Create a sense of urgency – declaring a change vision that outlines a compelling vision of the organization’s future state, including the principles and values that will guide its response and provides specific actions that will be taken.
- Deconstructing big change into small steps – smaller initiatives having a well-defined objective and outcome. These are delivered by small teams comprised of hybrid talent with diverse cross-functional skills.
- Empower people from the beginning – this could be a mix of a few trusted internal change agents coupled with external experts working based on the guiding principles set by the management.
- Behavioural change through small modifications to routines – keep moving the needle. By only changing one learning parameter at a time and providing a steady stream of gentle positive reinforcement, employee behaviours gradually adapt to change.
- Keep measuring to learn and evolve – frequently assessing these initiatives to ensure they accomplish the desired outcomes. When they deviate, organizations should analyse the data, rethink, and course correct through iteration.
