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A different approach will be required depending on the severity and spread of impact across the business, the expected notice given, and the alternatives available, if any.
If the only alternative is compliance the decision is straightforward, changes will have to be made internally.
For each scenario devise a costed solution to each change challenge. Group and rank the impacts by potential net cost.
At this point take stock of what you have here - you may be surprised. Your research into alternatives may have f lushed out a change that would ultimately be profitable to the business, putting you back in control.
More likely you will have one or two scenarios that are more uncomfortable. Go around them again, maybe a more radical solution is required, or a different alternative applied.
Finally, you need to draw on your business knowledge to apply an almost actuarial assessment of the likelihood of each scenario happening. Only then can you sleep at night.
But do not forget to review the plan on a regular basis based on any change notice period, or key calendar dates such as lease renewals for example.
Action check list One approach as advised by the grandmother of a friend of mine is “In case of doubt, do nowt” which on the face of it appears to be the ultimate force of resistance to change.
An alternative view of this pearl of wisdom is that you should know what you are doing before starting. This where your contingency planning comes in handy.
Rather than rely on my friend’s relative, I would suggest following the advice of the aforementioned Kurt Lewin and John Kotter:
Lewin’s 3-Stage Change Model Stage One: Unfreeze Stage Two: Changing Stage Three: Refreezing
Kotter’s 8-Step Change Model Step One: Create Urgency Step Two: Form a Powerful Coalition Step Three: Create a Vision for Change Step Four: Communicate the Vision Step Five: Remove Obstacles Step Six: Create Short-Term Wins Step Seven: Build on the Change Step Eight: Anchor the Changes in Corporate Culture
You will observe that both models require you to engage positively with your team throughout.
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The first steps in both models will be made easier as the need for change has been forced upon you.
Restraining factors from within However, it is likely the barriers to a successful transition will come from individuals within your own organisation.
• Self interest
• Misunderstanding of the need
• Low tolerance of change
• Different assessment of the situation
• Different assessment of the outcome
• Economic implications • Fear of the unknown
All these traits of human nature need to be understood and addressed to smooth the change process.
And finally … Whether you are faced with a key software supplier sunsetting their system, a landlord announcing their intention to redevelop your office at the lease end, or even a Government requiring you to close sales channels down for an unknown period, it is generally the agile managers that emerge stronger through the process of change. Embrace the opportunity!
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