Leading Transformational Change; Working with Uncertainty and Navigational Principles (for jack nick) by Chris Lever & Lebene Soga & Yemisi Bolade-Ogunfodun

Author:Chris Lever & Lebene Soga & Yemisi Bolade-Ogunfodun
Language: eng
Format: epub
Publisher: Routledge
Published: 2024-04-15T00:00:00+00:00

THE PROGRAMMES ROOM

Figuring out how projects fit together and align allows everyone to identify resourcing blocks and resource requirements. This has consequences for reviewing progress being made and setting realistic end dates. Creating momentum and a feeling of moving forward is all important, as we have asserted more than once in this textbook, and it is critical to see ahead of time where there could be impediments to progress and put in actions to deal with these. This is dealt with in Chapter 7, ‘Navigating Active Interruptions’. Change of any significant size should have a ‘programmes area’ with all the projects visually represented so that everyone can immediately see the extent of the work, the status, its fit, progress being made, and where all the projects are going to demand support from IT or HR or from the communications team. Visually the pinch points and resourcing issues become obvious, as do end dates and key deliverables. In B&Q this was their ‘orange room’, already described. This significant office space was open to all employees and did the following:

displayed information

was a place of listening to concerns and listening to progress

encouraged information exchange

asked great and unfiltered questions

displayed answers and performance points

was where the programme plan was made public

was where all the amendments and learnings en route were captured

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