Are You A Change Manager in Disguise?

“Change is hard because people overestimate the value of what they have and underestimate the value of what they may gain by giving that up.” 
– James Belasco and Ralph Stayer.

Change is the only constant, and yet it’s often met with extreme resistance in an organisation. If you’re in procurement you will understand this dynamic all too well. It’s a bit like trying to convince a cat to take a bath – messy, challenging, and occasionally punctuated by some surprised yowling. 

But what if there is a way to transform those yowls of protest into murmurs of acceptance? This is where a robust Change Management Plan takes centre stage and helps to ensure a successful outcome.

What is Change Management?

Haiilo defines Change Management as “a systematic approach that includes dealing with the transition or transformation of organisational goals, core values, processes, or technologies. An organisational change management initiative aims to successfully implement strategies and methods, whilst helping people accept and adapt to change”.

In procurement, we deal with change daily. The art of procurement often involves managing change or trying to get stakeholders to be open to the idea of it. Proactively adopting change management approaches may lead to better-informed procurement processes.

The hardest part about change is the human element. It is easy to switch products or service providers overnight – that is not the issue. Many change management frameworks and tools focus on managing people through change. Change management is required to guide the organisation, teams, and individuals through what is being changed and the impact. 

Using a change management model can help ensure you’re well-equipped to learn from decades of experience from others. 

Change Management Models for Procurement: Which One to Choose?

Deciding on a change management model for your procurement process is not a one-size-fits-all endeavour. Several models can be utilised: 

• Lewin’s Change Management Model;
• McKinsey’s 7-S Model;
• Kotter’s Theory;
• Nudge Theory;
• The ADKAR Model; 
• Bridges’ Transition Model;
• The Kubler-Ross Change Curve; and 
• The Satir Change Model, among others. 

Each has its strengths (and weaknesses) depending on your specific goals and the degree and type of change you’re dealing with. 

Developmental changes, for instance, which involve adjustments and improvements to existing structures, may be best tackled with Lewin’s Change Management Model. This straightforward and action-oriented model is particularly good at dealing with incremental improvements. 

Conversely, transitional changes, which involve replacing existing processes with new ones, could be handled effectively using Kotter’s Theory, emphasising strong leadership and management. 

Finally, transformational changes – dramatic shifts that entirely reshape organisational structures – might be best served with McKinsey’s 7-S model, which considers the whole organisation in its approach. 

The choice of model should align with the specific change and your organisation’s culture. Be sure to engage stakeholders in the selection process; buy-in from these influential actors can often make or break the success of your chosen model. 

In essence, the right change management model is the one that is most adaptive to your organisation, the kind of change you are addressing, and the dynamics within your team. After selecting a model, your next step is to create an execution-ready plan. This strategic approach can help you understand and effectively manage the impacts of change and provide a roadmap for your journey.

What’s in a Change Management Strategy?

Change Management Strategies have evolved since their first systematic application in the 1950s, when they were introduced to help organisations adapt to the pervasive influence of technology and globalisation. Despite these changes, the core principles that lay at the foundation of this discipline – readiness for change, disciplined execution, and patience – remain essential. 

So, how do you begin?

According to 3PillarGlobal, creating a robust change management strategy includes several key steps:

1. Conduct a Change Impact Analysis.
2. Leadership Alignment: Ensure that organisational leaders are aligned with the change initiative. Their support and commitment are critical for successful implementation.
3. Stakeholder Engagement: Engage critical stakeholders throughout the change process. Involve employees, customers, suppliers, and other relevant parties to gain their buy-in and address their concerns.
4. Effective Communication: Develop a robust communication plan. Regularly share information about the change, its purpose, benefits, and progress. Use various channels to reach different audiences.
5. Training and Skill Development: Provide employees with training to equip them with the necessary skills and knowledge to adapt to the change. Training should be tailored to specific roles and responsibilities.
6. Change Impact Assessment: Continuously assess the impact of the change on people, processes, and systems. Identify potential risks and address them proactively.
7. Readiness Assessments: Evaluate the organisation’s readiness for change. Understand cultural factors, employee morale, and any existing barriers.
8. Organisational Design: Consider how the change affects the organisation’s structure, roles, and responsibilities. Adjust as needed to support the new direction.

By prioritising these practices, you are better equipped to navigate and manage the complexities of change, thus driving your procurement team and organisation towards a successful transition.

Overcoming Barriers: Strategies to Minimise Resistance During Change

No matter which model or approach to change management you choose, you will undoubtedly encounter resistance. What are some strategies to help minimise resistance during change?

Most people will not want to change overnight, so the pace of change needs to be realistic and considerate, allowing time for individuals to adjust and grasp new ways of working. During this time, it is important to make the benefits of change evident and ensure that the process is conducted in small, manageable stages to help overcome any innate resistance to it. 

Creating a climate of trust can also help. Managing and implementing change as a procurement professional involves strategic planning, clear communication, and understanding people’s needs and concerns. By keeping these factors in mind, you will create a climate of trust that enables everyone to contribute to your project or organisation’s success effectively.

Remember, every step towards change, no matter how small, should be celebrated. Celebrating the small wins boosts morale and keeps the momentum going, fostering a more accepting attitude towards change while showcasing the value of adaptability.