The huge shake-up in the public sector means that everything has to be looked at anew. The onus is on managers to handle this process properly
Effective change management is vital to the success of any project that alters the way people work, regardless of whether the changes are to processes, systems, structures or technologies. As public organisations embark on extensive upheavals, there are some practical steps that finance managers should take.
The first is to survey the landscape. You need to understand the nature of your organisation and the way it functions before embarking on any changes, including internal and external customers, service users and suppliers. Legacy processes and systems also need to be taken into account.
The starting position can often be fragmented or ‘silo’-based but it is important to view all processes as a whole. When you talk about finance, accounting and procurement in your organisation, for example, it’s important to look at the areas you want to improve in relation to the overall strategy. What is it that the organisation wants to achieve in the long term?
By selecting your primary goals at the outset and benchmarking these against best practice and industry leaders, you can set the areas for improvement, lay the foundation for your business case, and then monitor against these targets on a continuous basis.
It is essential to strive for compliance and transparency throughout. Select which processes are most important, analyse what is present, and don’t be constrained by current thinking. Always revisit the strategic goal and plan your journey towards this, taking the organisation with you.
All change programmes need to be built on solid foundations. There has to be a powerful rationale for the change, and this must be communicated in a coherent and genuine manner. Don’t criticise earlier processes or ways of working, but give a firm reason why change is needed and the direction this will take the organisation in. Apply a consistent message at all times, and do so with commitment to your organisation’s values.
It is also a good idea to establish teams to pool good practice knowledge and to define the end result. This will make it easier to share information, define requirements and provide direction.
Work on building a shared understanding at senior management level of the changes involved. Be clear in your own minds what the project is about. Recognise that you will need to present and talk to individuals who are affected by the change in very different ways. That requires preparation.
If you choose to communicate at an early stage, don’t guess at answers. Follow up on questions and make time for groups and individuals. Plan regular project management workshops.
It is also vital that the project team owns and takes responsibility for stakeholders’ reactions. If anyone feels out of line with the project goals, try not to criticise them. Communicate with them more effectively and change your approach accordingly. Create tangible targets for them and spend time clarifying and discussing these. Once the business case is approved, inform people with timelines, face-to-face briefings and one-to-one support. Explain the plan and rationale.
If change is communicated early, and uncertainty managed, you can ensure the positive participation of those involved. It is important to work together to find the optimal solution and to understand everyone’s requirements. It also reduces project risk.
There will always be challenges when handling a project – the solution is to deal with them positively. Be aware that you might need extra resources. Ensure these are part of the plan so everyone is aware of this at the outset.
At the end, a successful project requires clarity about why the change is happening and where it is going; the support and involvement of everyone involved; communication and consistency of message; and the commitment to dig deep and support each other during tough times. Recognise that this is a journey – be prepared to work with changes as they emerge, but never lose sight of your destination.
Paul Sandford is a public sector specialist at Basware UK, which specialises in financial process automation software www.basware.com
