To successfully implement large scale transformation programs an organisation relies upon:

• Leaders who are skilled and experienced in various individual disciplines, and
• A PMO calibrated to support the strategic imperatives of the organisation.

Often overlooked is that the above are built on a firm foundation of the ability of key leaders to lead the change, and the organisation’s operational controls.

Change Adoption

All too often Change Adoption is an afterthought, brought in 20%, 30% or even 50% through a project. By this point funding for embedding the change is low, the Change Manager can only be funded part time and s/he is playing catchup or cleanup – seeking to undo the damage already done and gain stakeholder agreement on a journey in which they have had no part designing.

It is no exaggeration to state that Change Adoption is often the critical success factor in taking a completed transformation to a successful one. Through Prosci, APMG, the Change Management Institute and other thought leaders a series of persona based Change Management campaigns delivers higher user adoption, reduced program risk and optimised business outcomes.

The philosophies and disciplines Jim uses to complement Change Adoption are based on the qualifications listed in the Education & Industry Leadership page. These methods and practices are used as the foundation to guide application of digital enablers to change adoption, such as:

• 2Spark: Mobile based app to generate engagement and heighten adoption
• WhatFix: Overlay based technology to provide field by field persona based guidance to users. The distinction between this newer breed of tools such as WhatFix and older technologies (Such as WalkMe) is no coding is required, the technology is overlay only – a significant advantage for adoption sustainability
• Gametize: Mobile based app to gamify learning and enhance adoption

Management Controls

The bedrock of any successful transformation program, the senior and executive leaders are usually the day to day public face of transformation programs to staff. While in many cases this works well, other times the management layer is not as skilled as the organisation may wish. With staff sometimes promoted due to longevity of service or simply for being a subject matter expert, collaboration with this layer of the hierarchy requires someone who can generate immediate credibility and rapport.

Specifically, such collaboration often requires the ability to “speak the same language” and understand the pain points of the business. Jim brings an approach comprised of program management, lean six sigma and business process management, SLA design and service management; and over 15 years of hands-on operational management experience to these relationships. Coaching of senior to executive leaders in driving change is almost always required in complex transformation programs, coupled with application of the organisation’s management controls. A transformation program should not sit outside the organisation’s management controls, and key leaders should be as accountable for changing the business as they are for running the business. Without application of existing management controls, the transformation program is often viewed as being done to the business, rather than with the business.