In larger change projects, it is rarely technical expertise that is lacking. The real challenge lies in getting the organisation on board. With a clear implementation methodology, you create better conditions for achieving your goals and guiding the organisation through the change journey. Here, we summarise some advice inspired by Pythagoras’ partner Implero.
“How can we ensure the success of our change project?” This is a common concern that many organisations have when entering an implementation project. The IT function is usually both competent and well-prepared to do the job during a system implementation, but that is not where the real issue lies. The main challenge is that change is always about human perceptions and behaviours.
The concern is not entirely unfounded. Studies show that as many as 70 percent of all change initiatives fail to achieve their goals. It is difficult to get people to change established ways of working and to create awareness about why they need to do so. When uncertainty about the unknown increases, motivation – which is a key driving force in any successful change – often decreases.
Finding ways to create understanding and involvement therefore becomes especially important in order to achieve the goals of the change.
Support in the change process
At Pythagoras, we have a deep understanding of these challenges. We also meet many organisations that recognise the value of working in a methodical, goal-oriented, and well-anchored way to succeed in their change process.
To help our customers achieve sustainable change and get the most value out of the Pythagoras property management system, we work together with the team at Implero, who specialise in system implementations and the change journey required.
Implero are experts in project and programme management as well as applied transformation. This means they can provide organisations with the support needed for successful change when implementing the Pythagoras property management system.
Start in the right place – 4 steps towards successful change
To succeed in a change process, there are some fundamental insights and tools that are good to have. In larger projects, such as comprehensive digitalisation and system implementations, this need becomes particularly evident.
Step 1: get started and use a structured model
The first step in a change process can feel overwhelming. “Where should we start?” A good starting point is to define why you are making the change, what you want to achieve, and how it can be carried out. It doesn’t have to be perfect from the beginning – welcome questions, concerns, and feedback, and use them to clarify your answers to these questions.
To start identifying the activities needed to drive the change, it is helpful to base your work on established methods. One such example is the ADKAR model, a change management model based on the five steps that individuals need to go through during a change:
A – awareness – creating an understanding of why the change is needed.
D – desire – getting employees to want to participate in the change.
K – knowledge – ensuring that everyone has the right knowledge to work in new ways (for example, in the new property management system).
A – ability – supporting users in putting their knowledge into practice; training, support, and time.
R – reinforcement – following up and rewarding correct usage to ensure that the change is sustained.
See it as a structured guide for how you can lead users through the change. One of the purposes of the model is to reduce resistance by addressing both emotions and knowledge. With the right support, acceptance and engagement in the organisation increase, ensuring a better and more sustainable change, and reinforcement of the new ways of working.
Step 2: visualise to simplify and increase alignment
By visualising what will need to change, the information becomes easier to understand and absorb. This is important to establish the right expectations in the organisation at an early stage. Examples of some key areas that are good to visualise include:
Organisational capabilities – show what you do (not how)
- Which “core capabilities”, i.e. parts of the organisation/areas of responsibility, are directly affected by the change?
- Which “supporting capabilities” are indirectly affected by the change?
Create a “heat map” of the parts of the organisation that will change the most and the least, showing the current status for each function
Based on the overall capability map, you can create a more detailed picture, for example by describing which parts of the organisation are expected to change the most and the least, which are important or less important to address early or later, and why – the drivers behind the change. By adding impact goals from a system, user, and customer perspective, it becomes much easier to understand what needs to be in focus when, and what is important to communicate.
Plan the implementation step by step
Change is best driven step by step. How big those steps are depends on the extent of the change you need to achieve, as well as the culture and norms within your organisation. A good way to create clarity around the change is to show when changes are planned to happen – what is being addressed now and what have you chosen to do later? It is important to understand that in an implementation project, many lessons and insights will arise along the way, so focus the first step on what is truly critical for your organisation in the short term. Visualise what the coming steps might look like, but be clear that the plan can change as you gain new insights. This provides the organisation with greater confidence and a clearer understanding of what to expect during, for example, an establishment phase versus a stabilisation phase.
Step 3: create engagement early and over time
Communication and engagement are two key elements in the change process. Therefore, it is important to involve the right people in different ways early in the change process and continuously throughout the implementation.
- A stakeholder analysis helps you identify who is affected and in what way.
- A communication plan is important to be able to meet the different communication needs within your organisation.
- A training plan clarifies how employees will be equipped with the right knowledge, abilities, and conditions to realise the change.
Step 4: measure, evaluate, and celebrate progress
“What gets measured, gets done.” This applies during planning, implementation, and after the rollout. Being able to see and understand what is being achieved along the way contributes to greater involvement and motivation. To create continuity in measurement, it is good to start measuring early in the project and define questions that can be asked repeatedly before, during, and after the change. Here are some examples:
- Do you understand why the change is being made?
- Are you positive or negative towards the change? Please explain.
- How confident are you that the organisation can handle the change?
- Do you feel that you are getting the support you need to adapt to the new? If not, what is missing?
Pythagoras and Implero support you on your change journey
Bringing in an external consultant for project and change management adds a dedicated resource with expertise in leading people through change, which is often a challenge when projects are run solely with existing internal resources who also have their daily work to manage. An external change consultant provides your organisation with access to experience from similar change initiatives, proven methods, strategic communication, and an outside perspective that creates better conditions for success.
Pythagoras works with Implero to provide our customers with the security, guidance, and change expertise they need to create the greatest possible value and benefits when implementing the Pythagoras property management system. From pre-study to realisation and follow-up. Here you can read about a major change project that we have carried out together: “How Nacka Municipality is driving change towards more digital property management.”
Want to know how we can help you? Get in touch with us at Pythagoras and we’ll tell you more.
