Seventy percent of change programs fail, which means change needs to change. In an article for McKinsey & Company, Boris Ewenstein, Wesley Smith, and Ashvin Sologar highlight five areas where change management can be digitized to maximize gains. Digital dashboards and personalized messages are just some of the ways that this will be a change for the better.
1. Just-in-Time Feedback
Just-in-time feedback gives recipients the opportunity to make adjustments to their behavior and to witness the effects of those adjustments on performance.
This is critical in a disconnected age where inputs and outputs occur in disjointed fashion. A beverage company gave its on-the-road salespeople an SMS message system to motivate selling in a competitive market. The company was able to realize instant gains with personalized performance information (orders placed below target, special events orders, popular trends, etc.) to the tune of $25 million.
Personalization is about filtering information in a way that is uniquely relevant to the user and showing each individual’s role in and contribution to a greater group goal.
Increased accountability, reduced delays, and clarified priorities are all possible with the help of digital technology. Such was the case when rail yard engineers were given feedback on train locations and status through a system that customized its display to show each engineer only what they absolutely needed to know at the moment.
3. Sidestepping Hierarchy[Sidestepping hierarchy] fosters more direct and instant connections that allow employees to share important information, find answers quickly, and get help and advice from people they trust.
In the same rail yard example, the new digital platform enabled engineers to cut out the middleman, routing them directly to the relevant individuals and pertaining only to their particular train.
4. Sense of Community
Building empathy, community and shared purpose…[provides]an outlet for colleagues to share an see all the information related to a task, including progress updates and informal commentary, creating a sense of group commitment.
So far, the best tools for this endeavor appear to be dashboards loaded with various sorts of gamification and visualizations. Eliminating job vacancies became a cinch after a major bank gave its HR department a panoramic view of the hiring process, which involved identified candidates, accepted offers, vacancies, hiring requisitions, and more.
5. Communicating Progress
More sophisticated tools can…show individual contributions toward the common goal.
The authors liken organizational change to the turning of a ship. Those at the helm can see the change coming. Those down in the cabin or the hold need a communication process to stay informed. Digital can give us communication in real-time, a sense of urgency, and a sense that the changes that are about to happen are real.
Read the original article: http://www.mckinsey.com/insights/leading_in_the_21st_century/changing_change_management