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Introducing Change OS, a comprehensive system designed to drive success amidst change. Whether it’s a major transformation or a series of smaller adjustments, change is a multi-faceted process encompassing incremental, disruptive, and transformational elements. Regardless of its scale or complexity, change follows a structured path with distinct steps and stages. Every change journey navigates these universal phases on the path to its ultimate destination.
However, achieving success is never guaranteed, and all too often, teams fall into The Reactivity Trap™. Rather than proactively preparing for the stages of change, these teams find themselves reacting to challenges, obstacles, and resistance as they emerge. Shockingly, 70% of change initiatives falter, meaning that only 30% of all change endeavors achieve success. It’s important to note that this 30% represents successful projects, not just teams.
Our workbook serves as a guided companion to help you align with the 30% of change initiatives that triumph. Together, we will navigate the process, ensuring that you are equipped with the necessary tools, knowledge, and exercises to effectively manage change.
In the change operating system, there are three stages and six phases in the journey of change. We all go through it. Everyone will.
It’s easy to think of Strategizing as simply planning. Planning is a big part of a strategy but there is a lot more to this stage as well. The Strategizing phase includes assessment of the organization’s needs and ability to change, planning the direction, and communicating the change to build support and enthusiasm.
The second phase, Executing, is where the work of the change itself is conducted. During Executing the team will start to encounter the real and tangible costs of change in the present. The benefits of change will still be intangible, and in the future. At the same time they will also start to accomplish tasks and have moments of success and celebration. Throughout this phase the whole organization will be balancing these two realities. On one hand the initiative will be difficult and disruptive, and on the other hand progress will be celebrated and helpful.
As Executing wraps up and go-lives, training, and hand-offs are completed resist the urge to prematurely declare victory. There is still a lot of work involved in the change to ensure that the organization doesn’t slide back to its old ways.
During Sustaining, ensure that the team is focused on follow up and adjustment. As procedures and policies are put into place, collect feedback about how they are working. Ensure that all stakeholders understand the new ways of operating and adjust as needed. This may mean additional training, updating documentation, increasing communication, onboarding new employees, or even adjusting the processes to reflect real-time information.
This is also the time to focus on adjusting the culture. New norms and values can be adopted in the midst of change. The results of the change initiative can reinforce this effort. Reporting and highlighting the improvements of the change will help to build support for a new, more effective culture.
This is the starting point where ideas are born, plans are made, and actions begin. The excitement of launching a new project is palpable, but the first challenges of change soon become evident.
Despite thorough planning, things may not go as expected. This stage is marked by confusion and setbacks, challenging our initial confidence and strategies.
When it feels like things can't get any worse, you've entered the danger zone. Doubts arise, and the temptation to quit is at its highest.
Persistence through the danger zone leads to this stage, where gradual improvements occur. It's a tough phase where the focus shifts from surviving to thriving, leveraging small wins into significant gains.
Confidence builds as successes accumulate, signalling that victory is within reach. The hard work continues, but with the reassurance that goals are being met.
The final stage is where goals are realized, and the new changes are solidified. Successes are documented and processes are established to sustain the change long-term.
There are six phases of the Change OS Curve. They don’t fit perfectly into a single stage but progress in parallel to the stages.
Each person on the team moves through these phases at their own pace. As the initiative progresses, individuals on the team will find themselves at different places on the Change OS Curve. This is normal and results from the personal nature of the change process. The curve is the intersection of the personal and process focused elements of change.
“As a CEO, accountability stretches from every conversation to the final numbers—success or failure, it all lands on my desk. Yes, business can be unforgiving, and missteps can be costly. But with Change OS, navigating through change and tough decisions becomes less about risk and more about opportunity.”
Simon Esmond
CEO Esmond Innovations
Request a meeting today to see how we help organizations like yours gain control of their change strategy and empower teams for success.
Change OS is your Blueprint for effective organizational change. Master change with confidence and turn challenges into opportunities.