Planning is an important factor which should not be more than about 10% of the entire change process. Excellent planner can be worst executor because there is a huge gap between conceptualize and implementation. Spending too much time on planning makes the process messy.
I have practically observed that many of change managers give more important to planning and less important to implementation. The truth is one should at least spend 50% of time on implementation or execution.
After successfully implementation of process, one should not forget to track progress. Most people didn’t spend the time on tracking and there is a greater chance to failure the proven system. Some change manager forgets the thumb rule that “Change can only be sustained by change”. So, you need to closely monitor and take corrective action at proper time. Spend 30% on this.
- Open for new change:
Don’t stop. Change is a continuous process and as a change manager one should thrive to implement change efficiently in organization. You need to spend 10% on this.
Implementation should be on phase wise and not in the one shot at all. Categorize your entire organization / department in different group according to their change resistance. Mostly you will find three types of people in organization.
Category A : Strong resistance.
Category B : Moderate resistance.
Category C : Change supportive.
Implement change in one department > target group – a small sample that combines A, B and C. Measure the each resistance and acceptance. This will be your evaluation process and based on this process you would be able to re-structure/modify your plan.
Planning – 10%
Implementation – 50%
Tracking / Monitoring – 30%
Open for new change – 10%
The above factors I have derived based on my experience which can also be sub-categorized at micro level. Somebody from you can take initiative.