Often, senior leaders agree to a change and walk out of the room with a high-level overview of the project. Without a strong case for change, you get mixed messages and different perspectives from leaders end up flavoring what their respective departments hear.<\/p>\n
Creating a strong case for change<\/a> can act as a solid foundation of awareness and build communication for your transformation<\/a> efforts.<\/strong> And, it\u2019ll help you with leadership alignment at the same time.<\/p>\n Significant research shows that many people don\u2019t like \u2014 or support \u2014 change initiatives. In fact, according to Gartner research<\/a>, employees\u2019 willingness to support enterprise change has decreased significantly, from 74 percent in 2016 to 43 percent in 2022.<\/p>\n A case for change encompasses the reasoning behind implementing a new project and its value, which will help build awareness, support for, and commitment to the project. A solid case for change will outline the project scope, a timeline and projected outcomes.<\/p>\n Here are the most pertinent questions your case for change should answer.<\/p>\n A key component of any organizational transformation is a clear statement of why you are making a change. When you give your people perspective<\/a> on the decision making behind the project and why it should matter to them, it reduces any confusion.<\/strong> It minimizes potential misinformation about the project and its goals.<\/p>\n People are more open to supporting new ways of doing business when they understand the rationale and what\u2019s in it for them. Communicating these key elements will build support for the change and help minimize resistance.<\/p>\n Once your people understand the \u201cwhy,\u201d covering the \u201cwhat and how\u201d surrounding the change event is equally important. Your case for change should share schedules, responsibilities and expectations.<\/p>\n We\u2019ve found one of the most significant barriers to change is fear of the unknown. Demystify the change. Let your stakeholders know how you define<\/a> success and their part in achieving it.<\/strong> What are you hoping to gain? And what are your expectations for your stakeholders?<\/p>\n In other words, what is the cost of not implementing this change? This question often creates a eureka moment. You can\u2019t only focus on how a project will benefit your organization. In building support for your initiative, use your case for change to identify and calculate the costs associated with not implementing the project.<\/p>\n Some projects will make you a better, more efficient company. Others will provide an opportunity to sunset expensive, outdated systems as well as the costs associated with maintaining the technology. You might be able to terminate service contracts that no longer provide value. Whatever the value or potential losses if you don\u2019t take on a project, make sure you articulate it in your case for change.<\/p>\n Ask yourself, what will we be able to do in the future based upon what we accomplish today?<\/strong><\/p>\nWhat is a Case for Change?<\/h2>\n
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<\/a><\/p>\n1. What is the justification for the project, and how will it benefit stakeholders?<\/h3>\n
2. What is the process?<\/h3>\n
3. What is the opportunity cost?<\/h3>\n
Creating Project Clarity<\/h2>\n