Change Advisory Board

Change Advisory Board – Best Practices from Experts

Change management is one of the critical factors for the successful implementation of the quality system and the organization’s development as a whole. Therefore, from the very beginning of work, it is necessary to understand what changes can occur in the organization and how to manage them. Change management will allow you to control the organization’s development and adjust the course of the project.

Tip #1 Create an atmosphere of comfort and trust for group members

Changes in the company are usually not easy – at first, they only begin to think about them, then gradually talk about them. But when changes in a large company are already starting to be seriously discussed, everyone is not in the mood for jokes. Large managers of the company and specialists in different industries gather and begin to work hard.

If you are the organizer of the process, your task is to create a comfortable, sometimes even informal, environment in the team. To do this, you can even resort to banal joint dinners or donut breaks in the middle of a difficult moment of discussion.

A few jokes, a little lightness – all this will help specialists open up, demonstrate their potential, and quickly bring the desired changes to life.

Tip #2 Give Everyone Change Homework

The Change Implementation Council meets at regular intervals and discusses topical issues. The meeting organizer should prepare the entire team for the upcoming meeting. You must give “homework” at least 2-3 days before the meeting to do this. Let the technicians handle the requests on their end, and let the marketers be prepared to take responsibility for their part of the job.

This approach is necessary if you do not want to turn the next change meeting into a banal farce where no one listens to anyone.

Also, the organizer should prepare for each of the participants in the future meeting 2-3 questions – they will be discussed during the meeting.

Tip #3 Don’t be afraid to ask dumb questions

Changes in a large company always affect everyone – from ordinary employees to service users. You do not need to delve deeply into technical issues; this is the task of the development department. But it would be best if you asked as many questions as possible – this will require logic and a comprehensive understanding of the processes.

Ask anything. For example, find out how the proposed changes will affect the functionality of a particular category of users. Ask how the technical department will inform consumers of the product about upcoming changes. Find out what steps the marketing department will take to capture changes in advertising campaigns and so on.

Tip #4 Keep the pace of change

This applies to general changes and meetings where you discuss processes. One of the stages of planning changes and their implementation should be the limitation of the entire process in time. After all, the transformation of the company can not take forever.

The same applies to your meetings with department representatives. Keep them short. No one can focus attention for 2-3 hours on some problem. So let it be several meetings a week for 40-60 minutes, but they will be as productive as possible.

Tip #5 Use additional specialists only when necessary

Sometimes change managers misuse the time of the company’s employees. This should not be done. Of course, you should have a “backbone” of the team that meets regularly and discusses issues.

But if you need a manager’s opinion from some department, invite him. But only to the meeting where his help is required. There is simply no need to be present at every meeting – a person who is not regularly involved in the process will feel superfluous.