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In this phase the main goal is to study the best
feasible option of a Technological Artefact to solve
a number of difficulties that the organization is
facing. After the artefact has been chosen, the team
responsible for this project should address it as an
ET project, monitoring the overall impact that this
artefact will have on their organization since the
moment it was chosen. The first step is to map all
related changes with corresponding expected
benefits. This enables them to adopt a holistic
approach to ET which must serve the “enterprise
value proposition” – the basic reason the whole
undertaking exists (Nightingale & Srinivasan, 2011).
This mapping is the cornerstone of sharing the sense
of urgency and vision of overall change in the
organization.
3.2 Engage
Engage phase represents mobilizing commitment in
the organization. Involvement and communication
are essential here, as well as the establishment of
discrete projects to deliver change and drive
momentum. Engagement would entail delivering
both behavioural and attitudinal buy-in to the
transformation (Uhl & Gollenia, 2012). For that, ET
requires a clear understanding throughout the entire
organization of what change is required, why it is
required, and what benefit will be obtained – which
is described in the mapping of changes and benefits
referred in the previous phase.
At this phase, identify relevant stakeholders
(such as managers and employees) and determine
their value propositions. These stakeholders must
support the adoption of the Technological Artefact
and believe in the benefits it will grant to the
organization – as well as to them. A comprehensive
analysis of all relevant stakeholders is difficult but
essential. First identify them and then prioritize each
(single or group of) stakeholder(s) (Nightingale &
Srinivasan, 2011) (Uhl & Gollenia, 2012). The
previously presented Stakeholder classification
allows categorizing, studying and selecting
stakeholders according to their attitude towards
artefact and level of influence.
On the one hand, it should be selected
stakeholders with a positive attitude towards the
artefact (such as promoters and enthusiasts) to
become “Change Owners”. Notice that each
“Change Owner” must comprehend the environment
in which “his/her” changes (and benefits) are taking
place, in order to be able to successfully monitor
them. Remember to keep demands reasonable. Do
not expect stakeholders to do more than is humanly
possible. Try to put them through only one
change/benefit at a time. If several changes are
going to happen simultaneously, prepare
stakeholders to cope with them and ensure that they
know how the whole picture fits together. In
addition, be prepared to scrap old rules. Drop
policies and ways of working that make the
transition harder than it has to be. And most
importantly, work with concise goals by setting
goals that are achievable, namely in the short term to
keep spirits up. Finally, keep communicating with
“Change Owners” and help them communicate
within the organization (Bridges, 2003).
On the other hand, stakeholders with a negative
attitude (such as resisters and opponents) must also
be addressed though in a different way. Take special
attention to opponents due to their high level of
influence. To make it as easy as it can be for these
stakeholders to put an end to what went before,
begin by forcing yourself (and your team) to see
clearly what is going to end and who is going to
suffer what losses as a result. Develop a strategy to
help them through the inevitable shocks (Bridges,
2003). Pay attention to their opinions and help them
to better understand changes/benefits that concern
them. Since benefits are classified according to their
level of explicitness related to the assessment of the
business value that a change produces to the
organization, it is possible to present the most
relevant benefits to each type of stakeholder. For
example, while some senior managers are primarily
interested in the financial benefits, many other
stakeholders, such as customers and employees can
be more interested in the “softer” or more subjective
benefits (such as observable ones) (Uhl & Gollenia,
2012).
3.3 Transform
Transform phase encompasses achieving all
previously defined changes, including Governance
Changes, Business Model Changes, Business
Process Changes, Structure Changes, and Resource
Changes in the organization. In this phase it is where
transformation in occurs, such as reorganization of
resources, new business processes and relationships,
including creating new business entities, relocation
and redeployment of staff, creating and utilizing new
capabilities and enhancing employee competencies,
and changing their behaviour, attitudes and shared
value. People need to understand the need for
transformation and commit to a pace which is
acceptable to them while enabling inhibiting walls
between departments and businesses to be removed.
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