"Whosoever desires constant success must change his conduct with the times" Niccolo Machiavelli in The Prince

P.A.Y.O.A. - People are your only asset.
......and when it comes to making sure you can introduce new procedures, processes, systems, programmes, ERP, CRM, APO, MIS (especially MIS) into your organisation it is the people that will make it work.
Conversely it is the people that will make it NOT work.

Many expensive projects have failed because the People Dimension has played a poor third place behind the system dimension (usually IT) and process dimension (the new ways of doing business).
Ensuring you have a complete balanced programme means ensuring you have the people dimension covered in it many differen facets. We at Payoa believe that these facets come in seven key arenas that have to measured and managed. We have called them PH7.

PH7 is subdivided into three tiers of measures; the foundation level, the mid-tier and the high tier. Like any building, nothing is stable if the lower levels are not fully established and in place, hence the 2 foundation measure are the most important to establish and maintain.

Foundation Level
1. Leadership Support. Measures the degree of commitment, accountability and influence by the business leadership and results in the creation of leadership management plans to ensure leadership behaviours are congruent with the programme targets and objectives.

2. Strategic Intent. Ensures the change programme is fully aligned with the business strategic intent. The measurement process forms the basis of the audience definition and the sales messaging that will be used to foster buy-in from all levels of the organisation.

MidTier
3. Behavioural Alignment. New systems and processes with old style behaviours lead to badly utilised solutions and slow deterioration of added value. This measure monitors the adoption of new behaviours that are required in all affected personnel to enable the change to become the new modus operandi.

4. People Preparation. Defines and measures the business acceptance factors and their current state. This allows the correct levels of effort and resource to be allocated to selling the programme to the many varied audiences in the business. This extends beyond the initial go-live of the solution to ensuring the peoples progress from competence, through confidence to innovation utilising the new business solution.

5. Learning Process. This is a measure of the learning capability of the organisation with respect to learning from change and being able to utilise that learning in future programmes of change. This is a critical measure in the organisations progression to becoming change-centric.

High Tier
6. Inclusivty. This measures the degree and quality of interaction to which you are including your customers, suppliers, business community and shareholders in the design, delivery and subsequent benefits of your programme. Utilising their knowledge and managing their expectations will pay major dividends on programme delivery and subsequent new enhancements.

7. Team. The team delivering the programme must be a blend of many complimentary skills, experience and drives. It is essential that the team strengths and weaknesses are understood, enhanced, supplemented and maximised at the correct points in the programme. This measure identifies the deviance from the ideal team and provides the programme management the mechanism for marshalling further or more appropriate resources.

Monitoring, Measuring and Managing the PH7 of your change programme increases likelihood of delivering the positive business impact defined in your business case.

For more information on how to manage the people dimension of your business critical change programme, please contact:

Jeremy White
t: 07712 663598
e: jeremy@payoa.com
w: www.payoa.com