Strategies to manage complex change

Complex change normally takes the form of large IT transformations or changes to the strategic direction and identity of an organisation. The complexity comes with multiple streams of work, all which bring change, are often all impacting the same group, at various degrees and at different times. Depending in the size and span of your organisation and impact on processes, the scale of change can result in a need to simplify the story of change so engagement from both leaders and frontline employees is high all the way through. 

The other aspect of a complexity measure is baed in the risk exposure for the organisation. In simple terms, it is a matter of answering the question 'how much can the organisation afford to have this program fail?' For transformations, the risk is higher than other changes due to level of investment and reputational risk - to possible shareholders and external stakeholders is high.

So what are some actions you should take when facing complex change?

1. Clarity through simplicity: Some people relate complexity to intelligence. It sounds silly but some people like to explain things in a confusing, bamboozling way. Sometimes I sit and listent to leaders unable to explain the change in a simple way. This is dangerous. Change shouldn't be confusing, it should be clear, easy to understand, and clear to every individual where they fit in. Spend time on simplifying the story so it meets those three criteria, clear, aligned to the organisational purpose and clear to every individual where they fit in. Leaders must articulate the purpose and benefits of the change to inspire and motivate employees. This can only be achieved if the story is clear, engaging and easily understood. Too many times the cognitive load on individuals to 'join the dots' for themselves is too much.  Communicate the vision consistently and emphasise how it aligns with the organisation's core values and strategic goals.

2. Engage senior stakeholders early and have a direct pathway for strategic decisions. When big programs of work begin there are often strategic decisions to be made. To be able to accurately tell a simple story there are often key decisions or guidance needed from senior management needed so having an escalation process and clarity communicated back down then it will make it easier.  And and then spend time at all levels of the organisation in engaging activities to generate a sense of ownership. and ensure a key strategic decisions are made with the aim of clarity. In complex change initiatives, involving stakeholders from the outset is crucial. Identify key individuals or groups who will be affected by the change and actively engage them in the decision-making process. Seek their input, address concerns, and ensure their voices are heard. This collaborative approach builds ownership, reduces resistance, and fosters a sense of collective responsibility.

3. Invest in Change Management capability. On major transformations you want to make sure that you have the right blend of change experience as well as incorporating permanent employees into the mix to ensure retention of IP and developing change capability within the organisation through delivery. Assemble a dedicated team of change agents who will lead the implementation process. This team should possess a diverse skill set, including project management, communication, and interpersonal skills. Assign clear roles and responsibilities, and empower the team to drive the change forward while providing them with the necessary resources and support.

4. Communication is key. Effective communication is vital in complex change management. Develop and delivery to a comprehensive communication plan that addresses the needs of different stakeholders. Use various channels such as town hall meetings, newsletters, intranets, and social media to disseminate information. Be transparent about the reasons behind the change, potential impacts, and progress updates. Encourage two-way communication, actively listen to concerns, and provide timely feedback.

5. Develop a positive association with change through celebration of progress. When milestones are achieved, and as momentum builds, it is important to celebrate achievements. Over time progress and change becomes anticipated and expected. Many times there aren't enough celebrations related to change in transformations, but they contribute to a healthy transformation and can also continue post the program to be part of the cultural landscape.

6. Break down the Change. Complex change can be overwhelming, so breaking it down into manageable phases and milestones is essential. Develop a detailed implementation plan that outlines specific activities, timelines, and measurable objectives. Make it visible in the organisation and create a sense of ceremony where it is regularly reviewed by not just the program team but by the business areas involved in the delivery. Similar to embedding positive habits in your life, starting small with quick wins can build momentum and fast. Over time with delivery of smaller pieces of work, momentum is generated and the transformation will be well on its way.

   The balance between planning and progress

   These are just some of the strategies that you can deploy as part of your change program to achieve transformation success in a complex environment. Remember to balance progress and planning, as momentum often needs to be created while clarity is being developed.