Plan a strategy is easy<\/b> if you assume that all stakeholders are going to accept the changes immediately. But this never is the case; to remove these hurdles you have to plan how to face these change stoppers.<\/p>\n
Other factor to take in consideration is speed<\/b>: In the same way that when developing software you have to measure the speed of development of your team, when implementing changes, you have to evaluate the speed of changes.<\/p>\n
Escalation through the hierarchy is the answer<\/b>; in this way you align behaviors, and this enables you to accelerate the speed of changes.<\/p>\n
Well nice summary of an ideal simplified environment, but what happens when the authority is not acting?<\/b> when things are escalated and they are not being attended; you feel your initiative is not a priority in the head of the guy leading the show…<\/p>\n
Link your initiative to his\/her need.<\/b>It is the only way the management reacts. After 3 months pushing the speed of changes without success I found the way to speed it up like a rocket. I was able to get the attention of the boss of the guy leading the show with respect the opportunity on such customer. This has made the “change initiative” is now a priority for the guy leading the show. Now I guide the visits to this customer and add my changes to the todo list, having a better speed on changes.<\/p>\n
This speed is not stabilized but people have a sense of urgency on the need to change: their bonus is now at ‘risk’.<\/p>\n
The tactic is simple<\/b>, there is customer meeting every 2 months, so we prepare the meeting with customer feedback + changes. This is the way to get the things done: the agile sprint principles applied in an improvement plan.<\/p>\n
My problem will come again when top management disappears \ud83d\ude41<\/p>\n","protected":false},"excerpt":{"rendered":"