Ensure that all messages about the change are consistent and clear. When you feel you’re “talking up” a change effort at least three times more than you need to, you’ve hit it right.Īlso continually communicate why the change is needed and what it means for employees. Visibly endorse the initiative-no amount of public support is too much. If employees don’t see company leaders supporting a change initiative, they won’t change. Look also for organizational savvy, willingness to accept responsibility for decisions, and a disdain for the limelight. Recruit people who have problem-solving skills, are results oriented, and are methodical but tolerate ambiguity. To identify team candidates with the right portfolio of skills, solicit names from key colleagues, including top performers in functions other than your own. IntegrityĪ change program’s success hinges on a high-integrity, high-quality project team.
Review complex projects every two weeks more straightforward initiatives, every six to eight weeks. Problems can be identified at the first sign of trouble, allowing for prompt corrective actions. Your project has the greatest chance of success if the following hard elements are in place: DurationĪ long project reviewed frequently stands a far better chance of succeeding than a short project reviewed infrequently. The Idea in Practice Conducting a DICE Assessment Using the DICE assessment technique, one global beverage company executed a multiproject organization-wide change program that generated hundreds of millions of dollars, breathed new life into its once-stagnant brands, and cracked open new markets. You can also use DICE after launching a project-to make midcourse corrections if the initiative veers off track.ĭICE helps companies lay the foundation for successful change. E ffort: the extra work employees must do to adopt new processes-the less, the betterīy assessing each DICE element before you launch a major change initiative, you can identify potential problem areas and make the necessary adjustments (such as reconfiguring a project team’s composition or reallocating resources) to ensure the program’s success.C ommitment: senior executives’ and line managers’ dedication to the program.D uration: time between milestone reviews-the shorter, the better.The essential hard elements? Think of them as DICE: Though these elements are critical for success, change projects can’t get off the ground unless companies address harder elements first. Why? Companies overemphasize the soft side of change: leadership style, corporate culture, employee motivation. Two out of every three transformation programs fail.
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