Key Requirements for Change - the change maker!
The writer has come to the following conclusions based on his work as programme director and change management specialist. The skills of managing and delivering complex change to meet service, customer and market needs are best acquired in the following context:
Are you working as a change agent in high pressure environments where the chief executives and their service directors learn to understand and respect behavioural science based techniques conducive to change management. For jargon free description this simply means ,"people management".
Future chief executives have to understand that change management relies on using ‘process change' tools. This expertise has to be proven and not just the hallmark of good advertising copy when recruiting others. It is critical in the definition and implementation of major change programmes based on a “From Strategy to Delivery” a continuum that has to be designed and extensively tested. The outcome has to be been seen in terms of impact on services and engagement of proactive staff creating ownership of the results.
The key to practical results is the ability to enthuse managers, secure their commitment and to empower them to take full responsibility for the implementation process. This has been achieved where all change management projects have long-term viability and impact, with the chief executive acting as change champion, mentor, critical friend and support, making this type of person a very rare breed indeed!
Does your chief executive fulfil these functions?
Planning for the Impact of Innovation
In the UK, The Audit Commission has published many reports and Best Value recommendations relating to the group of services known as Environmental Services. The reports mostly point towards creating new and innovative pathways to get better returns on investment. A ‘weak’ or ‘fair’ service with promising prospects can only be converted into an excellent service through a combination of the following:
a) By encouraging and supporting service managers to work on core delivery processes within the current framework and adhering to short-term performance indicators;
b) By generating new strategic leverages aimed at stretching the service through a continuously responsive framework and investing in capacity development
c) By ensuring the most optimal financial and non-financial returns on investment
d) By developing three year Business Plans for each service component and developing Outline Business Cases to attract external funding.
Broadly speaking, it is the chief executive that has the task combining the above approaches to address the key priorities in all services under public scrutiny. These priorities can be actioned in conjunction with directors and line managers by
a) revisiting and addressing all Audit Commission recommendations for upgrading services under this portfolio. Key action will include better targeting of services at culturally diverse customers and securing engagement
b) reviewing the operation of the one-stop shop in conjunction with other departments to improve customer access to services
c) extensively reviewing the communication strategies for the management of all services in Environmental block.
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