"How's it going to be different when I've made the change?"
is a clear, defined documentation of your changed organisation after completion of the Programme and delivery of the benefits.
In other words - this is the capability - and the “where we want to be” - that you described in the Pre Programme Review and Planning process.
See this for an overview:
The Blueprint takes the review process further and provides a detailed description of what the changed organisation looks like in terms of:
Organisation structure, staffing levels, roles and skill requirements necessary to support the future business operations
Cultural changes and the specific definitions, characteristics, actions and behaviours that will define the new or changed culture
Business models of the new functions, processes and operations
Information systems, tools, equipment, buildings, required for the future business operations
The data required for the future business operations
Costs, performance and service levels for the support required for the future business operations
With the possible exception of the Benefits Profile, this is the single most important document in your programme.
It is used actively in a structured manner to maintain focus on the delivery of the new capability throughout the duration of your Programme.
(1) Strategic review questions
- Where are we going?
- What will happen if we don’t get there?
- What are forces or drivers for this change?
- What are the forces or drivers against this change?
- What are the strongest forces for change?
- What are the strongest forces against change?
- What will be the impact of changing?
- What will be the impact of not changing?
- Is change viable?
(2) What is your vision for the changed organisation?
- Has this been communicated to your people?
- If so, do they share this vision? [If not, why not]
(3) How would you describe your organisation, its culture and core processes now - (key characteristics) - key issues (actions and behaviours) - major focus (areas of impact)?
- Have you captured any of this?
(4) How do you want the business to look after everyone's changed - how will the specifics of the culture and core processes have changed?
- What are the gaps between then and now?
- How do we close those gaps?
- What are the steps to achieving this?
- What are the implications - who will be impacted?
(5) Do you have a clear blueprint that defines your changed organisation after the change?
- Will this be used as a reference point throughout the initiative?