Change is often not sustainable because it has been enacted at the Asset, Blueprint or Capability level of the Change Ladder but not locked in at the Desire or Existence level. Imagine a racing car driver who is unable to attain peak performance on the track. His car has been re-tuned, he has been on a development programme to enhance his driving skills and has been coached by the best guru possible in order to develop a positive mental attitude. The unspoken problem is that he has reached a breakpoint his life - the thought of speeding around a track at 200mph no longer appeals. His real personal goal is to become a teacher, specifically to help young teenagers to learn how to drive. The end result is that while action to improve his performance might work in the short term, will eventually fade away because there is little deep desire to change.
Sustainability is not something to be considered at the end of the cycle. Although it is positioned in stage six of the framework, you must be tuned into the potential for sustainability from the very outset. When addressing any of the other six stages this issue must be at the forefront of your mind:
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Client - If there is a risk that project is a stopgap and cannot be sustained, then it is better to say no to the project. Although rejecting potential income will always be difficult, the danger is than in accepting a non-starter, the client will eventually regard your input as worthless and may even say this to other people. |
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Clarify - The cultural and political issues need to be brought out in order to find the basis for longevity. This might include aligning the change with the organisation’s strategic goals; embedding the transformation into the company HR systems and processes; or modifying the reward system. |
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Create - Develop ideas and process that align with the organisation values and do not work in opposition to the natural forces. If a revolutionary rather than evolutionary change is required, make sure that the engagement has plenty of supporting hooks to lock in the transformation once you have left |
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Change
- When you map the energy being used to drive change, ensure that it will
continue after your departure - if not, then try to lock in alternative energy
sources to maintain pressure on the organisation. |
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Confirm
- When you design the confirmation process, the tendency is to measure how
things work now - especially if your client is looking for proof of output
to guarantee payment. However, it is also important to look for proof of
sustainability - have people really accepted the change and is it embedded
into the behaviours or management systems that the company operates? |
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Close
- Ensure that the client is aware of the sustaining hooks that have been
used in the engagement and what action needs to be taken to ensure they
hold in place. |
(c) Mick Cope