{"id":1125,"date":"2020-05-23T12:59:00","date_gmt":"2020-05-23T10:59:00","guid":{"rendered":"https:\/\/www.overlap.net\/br\/?p=1125"},"modified":"2024-01-25T11:55:14","modified_gmt":"2024-01-25T10:55:14","slug":"strategy-implementation-and-change-management","status":"publish","type":"post","link":"https:\/\/www.overlap.net\/br\/en\/strategy-implementation-and-change-management\/","title":{"rendered":"Strategy implementation and Change Management"},"content":{"rendered":"\n<p><strong>What&#8217;s in it for me?<\/strong> This is probably one of the first questions that every employee asks when faced with a communication of a new strategy in his or her company.<\/p>\n\n\n\n<p>In the course of one&#8217;s professional life, a person experiences numerous changes, some voluntary and some imposed. There is no need to point out the importance of change or the volume of changes that mark the current context. The truth is that it is not so much the change and its quantity that is the challenge, but how it is understood and experienced, and this is precisely the need that every professional reality must cover in order to be able to successfully implement a strategy.<\/p>\n\n\n\n<p><strong>The strategy<\/strong> is the guide that the company wants to follow to <strong>achieve its objectives, based on a strategic plan whose actions will mark the positive or negative result of this strategy. <\/strong>The implementation of the strategy is the most complex part, convincing and involving a structure of the reason for this new strategy and bringing it to life. Normally, companies put more focus on:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>The processes, current and future, as well as their monitoring and control,<\/li>\n\n\n\n<li>Determine the resources needed for the different actions and how to establish who is responsible for each one,<\/li>\n\n\n\n<li>Present a human structure as a pillar of the implementation.<\/li>\n<\/ul>\n\n\n\n<p>These are all important points in <strong>change management.<\/strong> In the implementation of the strategy, however, they must be complemented by emotional and motivational aspects that invite employees to get involved and adapt to the change, such as:<\/p>\n\n\n\n<ul class=\"wp-block-list\">\n<li>Sell the benefits that the new strategy will have for employees,<\/li>\n\n\n\n<li>Influence the employee&#8217;s emotional conception of the change,<\/li>\n\n\n\n<li>Positively reinforce achievements and new behaviours.<\/li>\n<\/ul>\n\n\n\n<p><strong>Being able to sell the benefits of change is guaranteed to generate interest and attraction<\/strong> on the part of the person who is to experience the change. People are often strongly inclined to change when they understand change as an improvement, or something positive. For example, &#8220;a new model of mobile phone&#8221;, &#8220;a house closer to work&#8221;, &#8220;a possible promotion&#8221;. It is necessary for a person to be able to identify and then understand that a change represents something positive in his or her life. This is why presenting and explaining the strategy in terms of benefits makes it easier for employees to accept it, e.g. how a new system, a new location, a new address can make a difference,<\/p>\n\n\n\n<p>o Facilitating your work process<\/p>\n\n\n\n<p>o Improve the quality of your working conditions<\/p>\n\n\n\n<p>o Greater efficiency in the achievement of results and in the management of people implies reducing possible barriers and encouraging people&#8217;s inclination to listen and approach change in the first place and to become interested and involved in the second place. The sale of benefits is linked to the influence on the emotional conception of the employee towards the new strategy, towards the emotions that the implementation of the strategy can have on the person:<\/p>\n\n\n\n<p>o Fear, anger, sadness, living the strategy as something unattractive and that he prefers not to include in his life<\/p>\n\n\n\n<p>o Joy, enthusiasm, passion, which invite us to do everything possible to achieve this change.<\/p>\n\n\n\n<p>By being aware of how this change can make people feel, companies can <strong>follow initiatives that minimise negative emotions, avoiding uncertainty through a good communication process as well as insecurities, <\/strong>making it easier for people to access ad hoc training programmes for the situation. In relation to the positive ones, they should promote them, with possible incentives and spaces for sharing moments, placing them as the basis for implementation.<\/p>\n\n\n\n<p><strong>Each step that is achieved and consolidated in the implementation can be positively reinforced as an example of effort and achievement of objectives,<\/strong> for example with a best-practice campaign that includes the most outstanding ones. The day-to-day life of employees is based on behaviours, which are precisely the best guarantee that the company&#8217;s activity reflects the strategy; creating protocols with new behaviours and including them as a reflection of good performance can facilitate the transmission and identification of these behaviours among employees.<\/p>\n\n\n\n<p><strong>People move through positive orientations,<\/strong> that is, if we understand something as good for us, we will do everything possible to achieve it and include it in our lives, even if we have not decided it and it is imposed from outside. Dedicating time to these softer and more emotional factors of the person guarantees that people see a change as something easy and possible, therefore including more human aspects within the implementation of the strategy will mean greater success in it.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>What&#8217;s in it for me? This is probably one of the first questions that every employee asks when faced with a communication of a new strategy in his or her company.<\/p>\n","protected":false},"author":3,"featured_media":1162,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_sitemap_exclude":false,"_sitemap_priority":"","_sitemap_frequency":"","footnotes":""},"categories":[120],"tags":[],"class_list":["post-1125","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-transformation"],"acf":[],"lang":"en","translations":{"en":1125,"br":1056},"pll_sync_post":[],"_links":{"self":[{"href":"https:\/\/www.overlap.net\/br\/wp-json\/wp\/v2\/posts\/1125","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.overlap.net\/br\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.overlap.net\/br\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.overlap.net\/br\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/www.overlap.net\/br\/wp-json\/wp\/v2\/comments?post=1125"}],"version-history":[{"count":0,"href":"https:\/\/www.overlap.net\/br\/wp-json\/wp\/v2\/posts\/1125\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.overlap.net\/br\/wp-json\/wp\/v2\/media\/1162"}],"wp:attachment":[{"href":"https:\/\/www.overlap.net\/br\/wp-json\/wp\/v2\/media?parent=1125"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.overlap.net\/br\/wp-json\/wp\/v2\/categories?post=1125"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.overlap.net\/br\/wp-json\/wp\/v2\/tags?post=1125"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}