Implementation principles
Change is a constant and continuous process
Implementation is not a delimited phase of a change. In reality, the majority of changes already start before they were planned, and they never end right after project closure. This is just one of the many paradoxes we meet when working with changes. Insight into the paradoxes of change is crucial when transformations are to be designed and carried out with effect. But to simply know of the paradoxes is not enough, we must also be able to solve them, e.g. by creating a balance between:
- Classically planned change versus ”emerging strategies”
- Strategic direction driven by top management versus co-creation and involvement in the organisation
- Change driven by facts and analyses versus respect for the involved persons’ energy and feelings
- One truth that creates clarity versus acceptance of diversity, use of counterstories and opposites
Managers must be able to handle this complexity and diversity, and so must we.
Five implementation principles
During the last year, we have been working on answering questions such as: What is the difference between ”ordinary” change projects and change projects that create real change and great effect? Or what is the DNA of the really exceptional project that sets a new standard? This has been done by interviewing companies that have carried out transformations as well as theorists from all over the world, and by analysing all the projects carried out by more than 200 consultants at Implement Consulting Group since 1996.
The sum of this work has e.g. crystallised in five central principles that are our points of orientation when we advise on, design and help our customers carry out strategic changes.
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