The banking industry is in the state of flux. We have distruptive technologies in terms of mobile banking and payments that are creating siesmic shifts in the way business is done. We need to harness big data that is growing at exponential rates. It’s hard to keep up. As any CIO knows, any organizational change, badly managed, can lead to whining and revolt. However, the benefits of successfully implementing IT initiatives like Business Process Management can be profound. So how does one successfully lead the charge for change?
Ultimately, the strength in change comes down to the strength in harnessing the team. It is not only important to develop a team that involves all key stakeholders of the organizational change but to also have one point of contact on this team that end users can reach out to when they are having issues. Here are some tips:
Do Not Lead with an Army of One
Managing change without a team is failure waiting to happen. Instead, create a cross-functional, multi-level team of stakeholders. Pick key “ambassadors” from across the organization that work directly with the processes under scrutiny. By working with these ambassadors from across the organization you will get a good feel of the barriers in your way. Positive water cooler conversations from these ambassadors can also help prepare the larger organization for change.
Recruit C-Level Support
Unfortunately, the CIO cannot move this mountain alone. It is important to recruit C-level sponsorship via executive membership across the organization. Obviously, selecting those executives that manage the portions of the organization most impacted by the change is ideal.
Do Not Make Decisions in a Vacuum:
This team needs to have a clear understanding of the business processes, information processes, and data needs of the organization. Proactively seek outside information. This not only helps evade group think, but can aid in increased adoption of policies and processes as well.
Have a Single Point of Contact
Make sure that end users know the individual that they need to contact if they are having issues. If the end user does not know who to turn to, then they will turn to everyone they know in the organization with their problem. This increase of negative sentiment could lead your initiative towards failure.
Communicate the Change 7 Different Times in 7 Different Ways
Effecting successful change requires the team to coordinate how these change efforts will be communicated effectively across the organization so that everyone is on board. Sending out one corporate-wide email often won’t cut it. The “7 times/7 ways” method is very effective. Communicate this new change in different formats: townhall, email, workshops, signage, etc. Seeing these repeated messages will aid the organization in navigating this change
