Every change is different and the way it is managed needs to be tailored to the specific difference.

A clear objective is essential to a change programme. It acts as the compass for your work, and without it you – as the CIO – are directionless.

Take advantage of creative ideas and insights – but before you go any further, ensure the work you are about to undertake is supported by evidence from a reputable and auditable source.

Good change decisions are open to challenge from professionals with different viewpoints. Take account of the knowledge and experience of people at different levels.

The likelihood of successful change is increased by having a network of people in different areas of the organisation that can be used as sounding boards. Use these individuals to check change concepts, gain feedback on proposals and support the change when it is implemented.

A plan is a statement of intentions, not an infallible prediction of what will happen. In all projects there has to be a willingness to adapt, and when appropriate, to change the plan.

To understand how an organisation will work once a change initiative is finished, change managers must assess and plan action from three perspectives: human response to change; organisational readiness for change; and integration of change.

An organisation does not exist to implement change, rather, it implements change to help it continue to exist and thrive. When change is underway, all the normal work should take priority over the change itself.

Accept that people take time to adapt to change, and different people will adapt at different speeds.

In most change projects, communication is one of the most important activities and should be treated as such. And communication can spur the uptake of change, but communicating about change should not be mistaken for taking action.

Every change provides an opportunity to learn. True learning is not just about discussing what went well and what did not, it is about taking action to ensure the lessons are drilled into the organisation.

To thrive in a world of change, your organisation should develop change management skills as a core skill of everyone in the organisation.

When you are developing or changing anything, consider how you can write in flexibility so the next time it comes to making a modification it is easier, quicker and cheaper.

Source: Richard Newton’s forthcoming book, Managing change step-by-step.
Permission: Pearson Education