The first part of change is the most inexact as it is about capturing the ideas you have on a daily basis. Any change process starts with an idea. This idea is a trigger for change.
Great ideas will be occurring all the time in your organisation. The difficulty in most organisations is not an individual having an idea, but those ideas being captured by someone with the interest, power or drive to make the change happen.
There are many sources of ideas. For example, change may be triggered:
- As an outcome from strategy work;
- From the analysis of feedback from stakeholders (customers, team members, peers and other stakeholders);
- From market research: market research, about your competitors’ brands, services, products and other customer views;
- As a directive: executives, business owners, funding bodies, or in the case of public-sector groups, the government;
- From the observation of performance: for metric-led organisations that have effective measures of performance and target levels to achieve;
- From the insight of a member of an organisation: occasionally someone has a truly creative insight about the potential for change;
- From brainstorming and other idea generation sessions: formal and deliberate processes for generating ideas and for spurring creativity;
- From the day-to-day experiences of senior managers: this arises from managers and executives listening to, overhearing, observing or reading something that triggers alarm bells in their heads.
Triggers like these will produce a need to change or a broad idea for a change, but typically do not in themselves produce a well-defined change objective.
This is an extract from the ‘Step-by-Step Change’ methodology. If to would like to request a trial, click here.
If you’d like to learn more, download our eBook, ‘Managing Change: Understand Your Objectives’ (link).