The Hard Side of Change Management by Sirkin, Keenan and Jackson. HBR
Companies must pay as much attention to the hard side of change management as they do to the soft aspects. By rigorously focusing on four critical elements, they can stack the odds in favor of success.
D. The duration of time until the change program is completed if it has a short lifespan; if not short, the amount of time between reviews of milestones.
I. The project team’s performance integrity; that is, its ability to complete the initiative on time. That depends on members’ skills and traits relative to the project’s requirements.
C. The commitment to change that top management (C1) and employees affected by the change (C2) display.
E. The effort over and above the usual work that the change initiative demands of employees.
Duration – Do formal project reviews occur regularly? If the project will take more than two months to complete, what is the average time between reviews?
Integrity of Performance – Is the team leader capable? How strong are team members’ skills and motivations? Do they have sufficient time to spend on the change initiative?
Senior Executive and Local Commitment – Do senior executives regularly communicate the reason for the change and the importance of its success? Is the message convincing? Is the message consistent, both across the top management team and over time? Has top management devoted enough resources to the change program?
Effort – What is the percentage of increased effort that employees must make to implement the change effort? Does the incremental effort come on top of a heavy
workload? Have people strongly resisted the increased demands on them?
Putting Employees First – Vineet Nayar, CEO of HCL Technologies, Ltd.
Explains how by taking unconvential steps, for example by inverting the management pyramid and reverse accountability, leads to superior organizational performance.
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