Have you ever tried to change something within your distribution business—only to meet resistance from your team or frustrating challenges and roadblocks every step of the way? Honestly, we’ve all been there. Poorly implemented changes can lead to communication breakdown within the company, employee disengagement, resistance to future change, and lowered productivity. And when it comes to technological change, the stakes are especially high. The new technology may do amazing things for your business, but only if everyone is on board and rowing in the same direction.
Experts tell us that acceptance to change does not just happen. You’ve got to take proactive steps to plan for a successful implementation of new technology. A change management strategy will go a long way to prepare, support, and help individuals, teams, and organizations make transformative changes. In fact, according to McKinsey, following a well-defined set of transformation practices increases the likelihood of exceeding profit expectations by more than 50 percent—about five times better than transformations that do not include change management practices.
Ready to put together a plan? Let’s consider what change management practices need to happen in three stages—before, during, and after the transformation. Here are eight best practices that you should consider during these stages.
Implementing change management requires significant time and resources. Before embarking on any change, create a thorough project plan. Outline the project scope, establish clear goals and objectives, identify tasks and activities, and set a timeline with key milestones. The more detailed you are in the project plan, the less resistance you will face later.
Effective resource allocation is crucial for project success. Not only should you consider human resources but the equipment, tools, and budget it will take to complete the transformation. To increase your success, identify stakeholders across the organization and at all levels – and pull them into the project as early as possible.
Managing expectations will help ensure that employees understand the benefits of the new technology and are actively engaged in the implementation process. It helps overcome resistance, encourages participation, and fosters a sense of ownership, increasing the likelihood of successful adoption.
The number one complaint after a new product implementation is “poor communication.” Even if you think you’re communicating too much, it’s probably not enough. Establish a weekly communication cadence. In every communication, remind people of the purpose and benefits of the project and deadlines, and share available training and support resources. Reiterate that you’re all in it together.
Before going live, test the new software rigorously. Conduct functional testing to verify that all features and components work as intended. Evaluate the performance to help ensure it can handle the expected workload, including surges and the system’s stability. And don’t forget to test and evaluate the ever-important security measures to protect data and prevent unauthorized access.
No one said you couldn’t have some fun while embarking on a transformational journey. Celebrate milestones with a company lunch or outing. Encourage team-building exercises to foster collaboration and friendly competition. Some companies even utilize gamification and incentives to make the transition more enjoyable.
It’s likely you didn’t turn on all the bells and whistles out of the gate—which is common in most launches. But now that you’re live, interview users and other stakeholders regarding their experiences. Is the new system meeting their needs? What could be improved? Post-launch discovery will quickly help you identify functionality to implement in the next phase.
Regardless of how you measured success—going live on time or user adoption rates, take time to celebrate as an organization. Everyone likely had a role in the successful launch, and celebrating and recognizing efforts will make the next transformation that much easier.
Taking the time upfront to develop these best practices for change management is truly time well spent. The end result? Your technology will perform the way it’s supposed to, delivering amazing results. What’s more, your entire team will be onboard, working together—, engaged, productive, and poised to dominate your market.
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