Grass doesn't grow faster by pulling on it

Written by:
Frans Koemans, Consultant Finance & Operations

Managing change consciously and continuously is critical when implementing these transitions. Change management ensures that everyone involved accepts the changes the transition brings and that these changes become embedded in the organization.

This process can't be accelerated by applying more pressure. Like grass that doesn't grow faster by pulling on it, change requires time and attention.

The role of change management in transitions

Change management is essential to transitions, which typically focus on adapting processes, systems, and structures. But without proper cultural support, implementation won't be sustainable. It's not just about processes and structures. It's also about addressing how people within the organization think, work, and behave. This requires an approach that supplements implementation with cultural change tools to create lasting change.

Organizational culture: Collective mental programming

In current management science, organizational culture has become indispensable. Interest in culture within organizations emerged in the 1970s, when the US and Europe sought explanations for the economic success of Southeast Asian companies.

Comparisons showed that their organizational culture played a major role in their performance. Studies from that period laid the foundation for understanding that an organization's "collective mental programming"—how employees think and act—is a key factor in market success. This can be even more important than well-conceived strategies or structures.

Change starts at the core

A successful transition requires strategic change and attention to culture. The process must begin with a clear understanding of core questions: "Why are we changing?", "How do we do this?", and "What do we want to achieve?".

Too often, these questions are ignored, leading to halfhearted changes that aren't sustainable. For change to be effective, it must be deeply rooted in the awareness of employees at all levels. Their perception of the change ultimately determines whether the transition will succeed or fail.

A balanced approach

Change can't be forced. Implementing transitions without attention to organizational culture and the human aspect is doomed to fail. Just as grass needs time to grow, organizations need time for new ideas and processes to take root.

Change management provides the tools and theoretical frameworks to enable this growth by finding the right balance between technical improvements (in processes, systems, and structures) and cultural adjustments. In practice, the focus typically shifts to technical improvements. We work on the quality of the transition (new structure or new systems) and not on accepting the transition (why this structure, why new systems with new ways of working).

By consciously and proactively applying change management tools and theoretical frameworks, sustainable change becomes possible—change that not only increases organizational effectiveness but also strengthens employee engagement and motivation.

CAP: A framework for consciously managing change

One change management tool EIFFEL uses is the Change Acceleration Process (CAP). CAP provides a theoretical framework and practical toolset for transitions. Within this framework, 7 critical components are identified that collectively provide direction and control for the entire transition process of change and implementation, with conscious attention to accepting the transition. Below is a detailed description of each of these 7 components.

1. Leading the change

Leadership plays a key role in every successful transition. Strong, visible, and committed leadership must be present throughout the transition process. This leadership is often embodied by an ambassador or leader who functions as a sponsor of the transition process. This person provides public support, gives direction, and stays involved in project progress. Without such a sponsor, it can be difficult to create and maintain a culture of change.

2. Creating a shared need

The success of a transition process depends on the ability to create a collective sense of urgency within the organization. Everyone must understand the reasons for the intended change. And the need for it must be greater than the resistance to it. This sense of urgency builds momentum and motivates stakeholders to support the transition and actively participate. When the need is clearly communicated, resistance decreases, and a solid foundation is laid for transition success.

3. Clear vision

A clear vision of the future state is essential to create engagement and support the desired behavior within the organization. A well-formulated vision serves as a compass that steers everyone in the organization in the same direction. The future state must be clear and understandable for all employees so no confusion arises about the end goal. This not only increases engagement but also ensures everyone is aligned.

4. Mobilizing engagement

Employee engagement is an essential aspect of every transition process. They must not only understand what is changing but also why this change is happening and how it affects their daily work. The organization's sense of direction must align with their individual goals and values, because employees are the ones who ultimately implement the change in practice.

This support starts with leaders but must ultimately becarried by all employees involved in the transition. It's critical that the most important stakeholders within the organization actively engage in the transition process. This means their involvement is not only requested at the beginning of the process but that they actively contribute to its success throughout the entire process.

5. Maintaining momentum

Implementing change is one thing, but making this change permanent is another. It's essential that the momentum of change is not lost after the first successes in the transition process are achieved. Change must be seen as a continuous process—a 'way of life'. This can only be achieved by regularly celebrating successes, monitoring progress, and keeping energy high. When this momentum is maintained, the change becomes anchored in the organization's daily practice.

6. Monitoring the change

A critical step in the transition process is monitoring the progress and effects of implemented changes. This happens by establishing measurement points that monitor the focus, direction, and progress of the transition. These measurements make it possible to adjust course when necessary. Monitoring implemented change ensures that the organization gets clear insight into where it stands relative to set goals and makes it easier to make necessary adjustments.

7. Securing and anchoring

For lasting success, it's essential that the changes the transition pursues are firmly anchored in the organization's existing systems and processes. This means the change must be embedded in everyday practices, such as work agreements, training, meetings, HR processes, and communication. Without this anchoring, there is a risk that the change will fade once the transition process is complete.

Conclusion: A complete approach to change

The CAP model provides a complete framework for successful transitions. It emphasizes not only the importance of leadership and engagement but also creating a sense of urgency, a clear vision, and monitoring and anchoring changes.

This approach helps government organizations not only implement continuous changes and new developments but also make them lasting and sustainable, because if attention to even one component is missing, that can have consequences.