Turning changes into results

Implementation is about getting on and doing something – and in any change, you cannot be certain whether you are doing the right thing. That is why it is better to do something and learn from it, finding something that works that way.

Communication

The communication phase is possibly the most important management function of all. The idea behind the change, what will be changed, the change strategy, the results so far, the lessons and experiences – these are just some of the things that need to be communicated repeatedly within the organisation. It is not just about verbal communication. It is also about how you behave as manager on a day-to-day basis, and what you prioritise. Managers become role models for the desired behaviour.

Motivation

There must be energy behind the change, with the motivation to implement it and the commitment to see it through. In many ways, changes involve daring to dream them with a view to turning them into reality. The crucial function of the manager is to generate the motivation for change and to create the right conditions for that motivation to develop.

Speed

People often say that it is essential to complete a merger, for example, within the first 100 days. This is not about speed for its own sake. The more drawn out the change, the more likely it is that the organisation will lose momentum because people have to hold back the energy that would otherwise go into creating something new and different. This can take the wind out of the organisation's sails.