Change is always difficult to initiate anyway. But, a good recipe for championing change is to bring out the pain that will be mitigated by the change. Present this pain in terms of the metric that is currently being negatively moved and make sure that this is the voice of the customer, i.e., the voice of a stakeholder who is the right customer for problem.
So, the overall advise does not vary. Identify the right customer. Make sure it is a complete list of customers. Find out their stake in the game. Find out the metric that can impact their stake positively. At this stage, you would have gotten sponsorship for your change. You're ready to move your change to execution.
In my opinion, execution is very rarely the source of the challenge. It is at problem definition and identifying the project objective that change gets hung up.
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