The level of engagement crucial for value creation (see attached graph) and the main obstacle to creating the necessary commitment is the lack of available time at the business concerned. So how can we create more active time and focus for change efforts? Here are some factors we see as central;
Management needs to see the great opportunity that exists in the connection between active management of the business and participation in the change process and the value creation that drives the implementation of the company's strategy. It is undoubtedly one of the most important success factors in today's changing business environment.
As with other core parts of the business such as Supply Chain or Customer Relations needs to see change as a value stream where the needs of the outside world are constantly evaluated, translated into a strategy and delivered in the form of value-creating changes. At CHGMap, we call this value stream Continuous Change.
Goal image/strategy that breaks down to a level that everyone understands and can feel motivated by. It is also important that the value stream has clearly defined roles/responsibilities based on the value it wants to create.
Everyone in the organization should always know what changes are planned/implemented, why they are being implemented and how they will affect everyone. The role of management is to coach, motivate and listen. How and when the changes can be introduced for maximum value creation is a task for the operating organisation and should not be directed from above.
Collaborative tools tie together the activities and information necessary for everyone to interact/communicate optimally throughout the value stream. It is also a prerequisite for being able to evaluate and improve the way you work in order to free up even more time.
