Change Design

by David King

Common questions

  1. My organisation already has a mission statement, so why do I need to know how to create a vision statement for my change programme?
  2. We have made lots of changes in our organisation in the past, so won’t people know what they have to do without being told?
  3. Why do I need to consult widely on our plans for change: surely it is the job of the executive board in my organisation to decide what is needed?
  4. Everyone in my organisation already understands how things work so why do we need to develop new business models?
  5. We already have a set of business process models in our organisations so don’t we already have all the information required to work out what changes we need to make?
  6. Once we have worked out the changes we need to make, surely it will be obvious what then needs to be done, so why do we need a costly ‘change programme’ to plan these changes?

1. My organisation already has a mission statement, so why do I need to know how to create a vision statement for my change programme?

For change to succeed in an organisation, the vision must have meaning or relevance to everyone in an organisation. A mission statement is usually set at too high a level and is often too vague to be useful when addressing specific change requirements. The vision needs to inspire, motivate and achieve buy-in from everyone who will contribute to the success of an organisation.

More...

2. We have made lots of changes in our organisation in the past, so won’t people know what they have to do without being told?

Change doesn’t ‘just happen’ and organisations going through change have to understand both the wider context and key drivers for change as well as developing a clear understanding of what the future should look like.

Only then can they confidently plan and equip themselves to succeed with their change programmes and projects.

More...

3. Why do I need to consult widely on our plans for change: surely it is the job of the executive board in my organisation to decide what is needed?

You must endeavour to work with your key stakeholders to explore useful and informative viewpoints of the desired ‘Future State’. The exact scope and nature of this ‘Future State’ will be influenced by many different drivers, viewpoints and perspectives.

More...

4. Everyone in my organisation already understands how things work so why do we need to develop new business models?

Building models is a great way to add substance to the Vision by helping others to better understand and visualise how the business will operate in its new ‘future state’.

If we have a clear picture of where we want to be, it will be easier to work out how to get there!

More...

5. We already have a set of business process models in our organisations so don’t we already have all the information required to work out what changes we need to make?

For any change programme to succeed, just having a business model is not enough. Understanding the full implications of change enables a fully informed decision process about where developments or investment are needed. A detailed capability analysis establishes the ‘new capability’ to be delivered by the change programme.

More...

6. Once we have worked out the changes we need to make, surely it will be obvious what then needs to be done, so why do we need a costly ‘change programme’ to plan these changes?

The old adage of ‘if you know where you are going it is easier to get there’ rings particularly true for change programmes in organisations. You would not set off on a journey without first selecting your destination and then planning your route to get there.

More...