Management wants faster implementation of new Organizational Strategy. (Part II.) ============================================================This week, I will continue
discussion from last week's PVT, where we discussed four steps to introduce a new strategy. (http://www.SeniorManagementServices.com/pvt-96-faster-org-strategy.html)
To review last week, your organization works OK n0w. But, you've discovered that your whole operation is based on key irreplaceable people, tribal knowledge, and unconfirmed rumors. "Vanishing Technology" has become a terrible threat and stifles further growth.
N0w you have a new Strategic Objective ... a BIG IDEA worth working for. This means a bigg'er company, more products, and new markets. So, you design a new organizational strategy based on proven, scientific principles.
But, n0w you have a new problem. You're worried about how to introduce and implement your new strategy.
You know that your new organizational strategy (reorganization) will produce emotional stress, employee resistance and complaints. Will key people leave?
Should you bring in outsiders to fill new positions?
Can you implement your new organizational strategy quickly, effectively, and with certainty?
Last week, I suggested that you identify those who will be affected (positively and negatively) by your reorganization. These are people with whom you must meet privately. (Steps 1 & 2.) After that, you can pick your Introduction Date (Step 3) and final Changeover Date (Step 4).
N0w what!
What do you say in your meetings? What sort of materials do you need for your big "roll-out?" How do you make your big announcement? Can you make changeover date?
N0w, you must conduct your private meetings, prepare your introductory materials, make your announcement, and finally change over to your new strategy.
Your people will feel threatened by change. So, you will need to meet with all affected personnel privately and confidentially. Have them sign a Contractual Commitment (CC) BEFORE your announcement.
