For businesses today, change has become not just an inevitability, but a crucial component of growth. However, change comes with its own set of challenges, particularly for large organisations.
So, before diving headfirst into a new project, it’s important to stop and ask yourself whether this is the right move – something that’s easier said than done!
To help you find the answer, here are 4 questions you should ask yourself before giving the final nod on a change project.
#1 “Is this change truly necessary?”
It’s an elemental question that often goes overlooked. From addressing process issues to creating additional value for the organisation, many transformation projects are purpose-driven and born from good intentions.
But as difficult as it may be to admit, anyone who’s worked in business for a number of years has been witness to change for the sake of change. Appeasing stakeholders with an aspirational PowerPoint presentation on how you’re going to “embrace” and “innovate” with the shiniest new tech to hit the market does not a justified transformation make!
To avoid misguidance, ask yourself questions that go deeper: Why is this project really needed? How will it benefit the organisation, its people or its customers? Does the benefit outweigh the cost and disruption? What are the repercussions of not implementing this change?
#2 “Have we learnt from our past mistakes?”
This may not sound like a time to be looking backwards, but that’s exactly what you should be doing.
Every organisation has at some point encountered a change project that hasn’t gone as planned. It’s a tough pill to swallow, but as tempting as it might be to brush this series of unfortunate events under the carpet, there’s a great deal of value to be had in reflecting on what happened and where things went wrong.
Getting uncomfortable with past mistakes has dual benefits. Firstly, you’ll get a pretty good sense of how you don’t want to approach this project, where things may come unstuck, and how to mitigate the risks and challenges you encountered before.
And secondly, you’re going to need this information when it comes to getting the project sceptics on board, who will undoubtedly bring up mistakes of the past (and rather enjoy doing it) to cement their preconceptions. Instead of arguing the point, you’ll be able to demonstrate that lessons have been learnt, and while this new project will undoubtedly encounter new challenges, it will not repeat the mistakes of the past.
#3 “What can we learn from others?”
The adage, “There’s nothing new under the sun,” holds in business. If you can avoid starting from scratch, why wouldn’t you? No matter how unique your project may seem, it’s highly likely that someone, somewhere, has tread a similar path.
For instance, if you’re in the TV and film production industry and are considering a new financial system, you will no doubt have peers who’ve been through the very same undertaking. And because there’s nothing quite like a shared struggle to bring people together, you may be surprised at how forthcoming direct competitors will be with words of wisdom, advice and encouragement.
We’ve been witness to this firsthand. This collaborative spirit was the driving force behind the inception of the Spotlight board series: a platform that facilitates an exchange of advice, insight and strategic guidance from professionals within the TV and film industry.
No matter your sector or role, building connections and rapport with these individuals can be a game-changer for the journey and success of your project.
#4 “Do I have a compelling business case?”
Organisations have been known to jump on the change bandwagon because it’s the trendy thing to do, but if we were to summarise how not to approach a transformation project, it would be to go with the flow. Avoid getting wrapped up in the buzz by ensuring that you have a compelling business case for this transformation.
Your pitch to stakeholders should demonstrate a rigorous exploration into the need for this change project, providing insights into the anticipated challenges, the potential short-term and long-term outcomes, and the consequences of either moving forward with the initiative or shelving it.
Your business case for the project also doubles up as a roadmap. Make stakeholder investment and sign-off (for most – you can’t win them all) a no-brainer by realistically laying out the journey ahead, marking potential hurdles, estimating costs, and projecting benefits.
Business and the variables in its orbit will always push companies to continuously evolve. Not every change is worth pursuing though, so save yourself the cost, time, resources and emotional investment into a project by asking yourself these four questions – even if the process is a little uncomfortable in parts. This holistic approach will help you understand whether or not your project is just another tick in the box or genuine progress.
