Seven elements of change make up the GE Change Acceleration Process (CAP) and must be considered for a successful change initiative.
- Leading Change: Leadership plays a significant role in any Change Management strategy. Risk of failure is higher if the organization sees a lack of commitment from leaders.
- Creating a Shared Need: People must see the need for change in order for an initiative to be accepted and worked at. Employees need to be convinced that the status quo is not acceptable and see personal appeal in the new strategy.
- Shaping a Vision: Leadership must present a clear vision of the organization after a successful change, so that every employee sees the need for it. It must be understood by all stakeholders and seen in measurable terms that are behavior-oriented, not results-oriented. According to GE’s research, this may be the single most important factor.
- Mobilizing Commitment: Once steps 1-3 are in place, momentum needs to be built toward the need for change. “Early Adopters” should be mobilized to influence those that are resistant to the change.
- Making Change Last: This step is about analyzing the progress to date, learning from previous missteps, and adjusting the initiative to embrace success. All of this will help to make the change more permanent in the organization and ultimately invite success.
- Monitoring Progress: Measuring how the change initiative is progressing, and celebrating when appropriate, will help to cement the change in the organization. Set benchmarks for success and then measure them often and objectively.
- Changing Systems and Structures: In order for the change to become permanent in an organization, the infrastructure must be set up to support it. If current infrastructure (IT systems, HR policies, Organizational Design, etc.) are set up to support the prior state of the organization, they must be updated to support the future vision or the organization will revert to the old ways.