SEI recently helped a major healthcare provider to define, implement, and execute a strategic planning process. In part 1, I addressed the selection of a framework and the definition of current state and ended with defining the future roadmap and an accompanying governance process.
Next summer, myself and a group of SEI colleagues from various offices will embark on a journey across Grand Canyon National Park. For many of us, this trip checks off a bucket list item of hiking from one rim of the Grand Canyon to the other in a single day, then turning around and doing it again the next day. For those that are familiar with this hike, it is commonly known as R2R2R (or Rim to Rim to Rim). With a distance of 23.5 miles and a change in elevation of 10,141 feet total, a trip like this requires significant planning and a lot of training.
Change is hard. Enacting successful change within an organization requires constant focus on communication, stakeholder engagement, training and organizational readiness. When you dive into each area of focus, it becomes easy to see why many organizations dedicate full-time resources to focus on managing change across the organization. However, the reality is that a lot of companies simply don’t have the resources to dedicate to this kind of focused change management. So what’s a project manager or team member to do? The answer is simple; engage in incognito change management.