Your #MarTech Change Management Guide

March 18, 2016 James Thomas

Your #MarTech Change Management Guide“Without change there is no innovation, creativity or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.”
–William G. Pollard, American Physicist

Change may be inevitable, but that doesn’t mean it’s easy. A Harvard Business review study suggests that “although more than 80% of executives at large enterprises recognize the need for transformation, only about a third are confident that they can get the job done in five to 10 years.”

Does this weekend’s official arrival of spring have you thinking about making a change? Are you headed to MarTech next week and thinking about implementing a new #martech solution or embarking on an organizational transformation? This week I’ve collected ideas to make the change management process smoother for you, your team and your company.

First, Everyone Has to Embrace Change

“One of the biggest mistakes you can make as a company is not be completely ready for change yourself and yet trying to implement change. But as Stan Slap said, ‘You can’t sell it outside if you can’t sell it inside.’…Though it sounds clichéd, remember, the change must first come from within.” – Read more at Entrepreneur

Understand Why Employees May Resist Change

“The reasons why employees resist transitions have to do with feeling secure. Think about this when changing your team’s mission, culture, or work processes. Some thrive on new challenges, while others feel vulnerable. For them, change means learning new skills and giving up the things they’ve become good at. Understanding why your employees may resist change, where they’re coming from in terms of their comfort level, job security and fear of failure can help you make the transitory environment less threatening.” – Read More at Ted Rubin

Define What’s Expected from the Change

“Change leadership is a blend of art and science that includes…establishing measurable goals and metrics. Goals and metrics maintain urgency and define what success looks like. Most important, they send a clear message about what is expected to be different as a result of this effort.” – Read more at Huffington Post Business

Expect and Accept Course Corrections

“Avoid such sacred cows as, ‘Well, we’ve already started – there’s no going back now’ or anything that challenges valuable course corrections early on. Small, nearly insignificant, and easily overlooked changes to the plan at the beginning are more a threat to ego than unraveling the change. New information could present itself in an untimely fashion…but that shouldn’t diminish its value. (A good example of this would be finding out that a new product or process was gathering unexpected success or momentum.) Relevant information, no matter how inconvenient, is not your enemy. You’re still getting the change your business needs, even if you take a slightly different path to get there.” – Read more at Business2Community

Celebrate and Reflect Along the Journey

“Change is hard. There is no easy way to create and sustain change in a large organization, leading to stress for teams ushering in the change. In our experience, we have seen dedicated change teams get so deeply immersed in the process that they never use an opportunity to celebrate what they have achieved. Rather they always focus on what are the next elements to be transformed and get caught up in the glass-half-empty mentality…We recommend periodic reviews to highlight achievements, learnings and celebrate success to date together.” – Read More at ThoughtWorks

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