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CHANGE MANAGEMENT Tis initiative was well defined in


terms of technological, procedural and cultural (working practices) changes. Vision, operating model and skills requirements were all clearly identified. Te focus on ‘ways of working’ was established as the key change lever. Te process was collaborative, and gave credible, effective outcomes. Te team engaged the editors


(CEO/COO-level) of three different titles, Te Times, Te Sunday Times and Te Sun, supporting and resourcing them to provide visible leadership and advocacy for the transformation. Despite editorial changes, these key roles remained front and centre in communications, providing clear sponsorship for their respective titles. Tis success is validated by the way


three very different brands all signed up to a standard way of working across all newsroom disciplines.


❝ ``


Change programmes are most successful when a shared sense of commitment has been developed


Conclusion


Turning around ingrained practices and routines, breaking down, reform- ing and reshaping the organisation presents undoubted difficulties. In every initiative we have seen, change has proven complex and this means easily transferable success factors need to be set in context. However, some pointers aid understanding of what it takes to set up and forge a transformative culture:


Start by closely analysing the major strategic issues facing the organisation and recognise the undoubted challenges.


` `


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Partner with external specialists if you judge internal resources can benefit from enhancement. Jointly tailor suitable approaches.


Evaluate how new approaches fit well with your existing culture, but don’t shy away from innovative methods.


` ` ` ` `` ``


Put in the necessary resources and support and encourage senior backing.


Measure progress and adjust accordingly.


Communicate change and listen to feedback.


Recognise the importance of leadership and support and strengthen its contribution.


The authors are past and present TJ Award judges in the Change Man-


agement category. Steve Macaulay is an associate at Cranfield School of Management’s Centre for Customised Executive Development, s.macaulay@cranfield.ac.uk. Sarah Cook is MD of The Stairway Con- sultancy, sarah@thestairway.co.uk. Richard Smith is founding partner of Richard Smith Associates and chief examiner for change management for the APM Group Ltd, richard. smith@richardsmithassociates.com


References 1 Sarah Cook and Steve Macaulay, ‘Keeping abreast of change’, TJ April 2016


2 Dr Bob Lillis and Steve Macaulay, ‘The skills of sustaining change’, TJ, September 2015


3 John P. Kotter, Leading change, Harvard Business Review Press, 2012


4 John P. Kotter, Accelerate, Harvard Business Review, 90 (11), November 2012


5 Julia Balogun and Veronica Hope Hailey, Exploring strategic change, Pearson Education, 2008


6 Jeffrey Hiatt, ADKAR: A model for change in business, government and our community, Prosci Learning Center Publications, 1 Aug. 2006


7 There are many books on Lean and Six Sigma, a recent one is Lean Six Sigma for Dummies by John Morgan and Martin Brenig-Jones, John Wiley & Sons; 3rd edition. 2015


8 For more details see http://www.efmd. org/blog/view/1048-2016-excellence- in-practice-gold-award-winners


34 | December 2016 | @TrainingJournal


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