Business Case [Guest Article]
Shape a Compelling Business Case For Change
"Shape a Compelling Business Case For Change" - By Melissa Dutmers Let's review the outcomes for leading change phases 1 and 2 first. Then we'll move into phase 3 - shaping a compelling business case for change. Leading Change Insight No. 1: Know Where You Are Starting Following this first step you have completed the following: - You have identified your decision makers - people with enough 'position authority' to put some weight behind the decision to change (this is your audience for the change proposal).
- You have identified the decision makers' emotional intensity. You have assessed whether you think the change proposal is going to trigger an intense emotional response from the decision makers' perspectives, or, whether this change proposal isn't going to cause a great deal of consternation.
Leading Change Insight No. 2: Understand Your Decision Makers' Current StateFollowing the second step, you have answered five questions to assess your decision makers' current state: - Does the proposed change align with strategic objectives?
- Does the proposed change support the decision makers' personal objectives?
- Why should this proposed change take priority over other projects?
- Why is this proposed change important now?
- What challenges or risks are the decision makers facing today that would be mitigated or remedied if the change was made?
You're now ready to shape a compelling business case for change.Leading Change Insight No. 3: Shape a Compelling Business Case for Change My experience leads me to suggest that less is more when it comes to documenting a change proposal at this stage. People don't have the time to read through a 20 page PowerPoint presentation. Best Practice Summarize your change proposal in 2-3 pages. The proposal should summarize the change proposal and not address every detail. You're looking for approval to proceed; you're not presenting a detailed project management and change management plan at this point.The content of the proposal should include: - State, explicitly, the decision you are seeking from the decision makers.
For example, "The purpose of this document is to summarize the change proposal outlined in this document and reach a decision to proceed." Let the decision makers know you will set up a meeting with them to review. - What is the proposed change?
Identify the current state and desired future state. - Why is the change needed?
This is your opportunity to synthesize how the change is aligned with strategic objectives and supports personal objectives from step 2, questions 1, 2, and 5. - Why now?
This is your opportunity to synthesize why the proposed change is important to address now. Timing is everything - be clear in your mind why this change needs to happen now. - Identify the ROI
Quantitative factors are 'nice' here and not all changes can be measured quantitatively. Qualitative factors are just as important.
Best Practice Outline the project charter (identify rough estimates for schedule, scope, and resources). Have this in your back pocket...Why? In case someone asks, "What is it going to take to make this change a reality?" This is a good question to receive - the person asking the question has transitioned from "what" and "why" to "how". How can we can we make it happen?
Melissa Dutmers is the founder and principle change guide of RiverFork Consulting. Melissa teaches individuals and organizations how to steer change. To rent Melissa's brain:
Call: 1 (970) 402-1934
Email: mdutmers@riverforkconsulting.com
Visit Web: http://www.riverforkconsulting.com When you reach a fork in the river, choose wisely... Copyright 2009 RiverFork Consulting. All Rights Reserved. Article Source: http://EzineArticles.com/?expert=Melissa_Dutmers
http://EzineArticles.com/?Leading-Change-Insight-No-3---Shape-a-Compelling-Business-Case-For-Change&id=2558483 | 
