Introduction – About the X4MIS Methodology
Planning, implementing, and troubleshooting change programmes are all made easier with the help of the X4MIS Change Management Methodology. The articles within each function represent concepts & procedures that can be applied to any change initiative. Articles don't reflect a specific law, rules, timeline nor sequence.
The methodology is not a 500-page guide from beginning to end; rather, it is a collection of tasks and procedures from which you can choose the right resources depending on the change initiative you are managing. The X4MIS knowledge base will continue to grow and evolve as more contributors join X4MIS and share their ideas.
These contributions will guarantee that the X4MIS knowledge base are consistently updated with the most recent innovations and thought leadership in the change management field, leading to an increase in the number of change processes, procedures, and artefacts that will better serve the needs of your organisation's change initiatives.
Each function within the X4MIS Methodology represents a key function of Change Management. The content crafted to successfully educate anyone leading transformational change for their organisation. All articles have been researched and written to fit the X4MIS standards, to ensure all readers of our content, are empowered to effectively delivery change. Articles are available within the methodology and posts are structured around one key Change Management concept, at varying levels of understanding. Change articles are all conveniently organised within our key process functions; Compose, Manage, Embed and Enable.
About the Compose Function
The compose function deals with understanding and preparing the environment for Change.
Change is always aligned to strategy. The benefits and Change Impact must be clearly defined aligned to the Strategic Objectives throughout the project. The The compose function provides the procedures and tools required to evaluate the change environment and characterise each point of contact affecting a change initiative's success. The exercises listed serve as an introduction to the principle of composition. We chose Compose because of the similarities to creating a symphony, create the outline, then plan the movements. Develop the plan, encompassing within each movement the sonata, minuet, scherzo, and other change variations. Then, you’re ready to deliver the change concert.
About the Manage Function
The manage function involves the steps required to generate a detailed Change Implementation Plan. The development of this plan began in parallel with the Compose phase. The outputs of the compose phased are used to define the activies which will be carried out during the change project. The Change Manager then builds the plan required to complete each compose activity.
The Change Implementation Plan defines the optimum approach to deliver the successful transformation, minimising the impact of the change, ensuring regular and effective communication is provided throughout the transformation. The strategies which are implemented to ensure the changes can be locked in for long term success are also defined within the plan.
This Manage function also focuses on Managing the People. Stakeholders are a critical consideration as part of the project plan. Lessons learned here include how to Iientify and manage early adopters and resistors to foster a more sustainable, successful change. Finding and managing those who support and are dedicated to the change is critical to promote the initiative concepts. The success of the transformation programme will be determined by the company's most precious asset: its people.
About the Embed Function
The embed function consolidates the achievements delivered in the earlier functions to establish the new way of working. This function focuses on embedding the change into the culture of the organisation so it becomes “the way things are done around here.” It demonstrably links new success to the changes ensuring the entire organisation from the top down embodies the changes.
The on-going change management activities support the “new way of doing things” ensuring it is embed in business as usual. This alignment of benefits and strategy enable the organisation to embody the Change Management Practices, ensuring the continuation of change, creating longevity within the business by applying concepts that will outlast the time spent learning them.
Embedding is about leadership and communication, without these two pillars, change will not remain effective into the future. Sharing the stories, championing early adopters, applying lessons learned and building on the momentum to ensure success.
About the Enable function
The enable function provides the tools and processes to implement last successful change in an Organisation. It is primarily about setting up and enabling the change management team, ensuring the sponsor, change team, managers and employees have the competencies to thrive in a transformation environment.
Change Management is both a organisational skill and project competency. Effective organisation understand the need to develop lasting Change Capability in-house. The enable function is aimed at teaching organisations and enabling Change Management to be organisational competency.
Efficient and effective change management requires a team approach, however, sponsors and managers may not possess the competence or capacity to make sense of the complexity of the transformation.
Leadership during a transformation is significantly different from business as usual. The challenge is to rapidly build up new competencies quickly, following a balanced approach employing a mix of internal development of competencies and accessing of expertise from external sources.
Enabling the change team ensures that leadership is able to implement change with confidence and allows them to infiltrate various parts of the business to influence the business and to champion change from within.
