Posted by: wiltjk | November 4, 2013

Change Enablement

I am a true fan of Kotter and even ADKAR change management methodologies. Knowing what change must occur can be effectively managed using the principles around these methodologies, which essentially manage the human behaviors necessary to make desired change occur.

What about when you do not exactly know what that change should be? What about when ideas and capabilities are emerging from the unknown?

This is where we need to leave the stability of a given methodology which effectively drives known, needed change and enter a new area of individual empowerment to drive what I call Change Enablement.

Change Enablement is based on the idea of promoting Innovation driven by committed individuals.

  • Individual(s) are empowered to lead and drive their sometimes unchartered idea in the way they believe it needs to be run.
  • These same individuals are held both responsible and accountable for their innovative change for the duration of that change – whether or not they remain in a role related to this effort.
  • A timeframe for the change is established and a judgment is made at this time to continue if sufficient forward motion is achieved or abandon if not.
  • A tried and abandoned effort will be treated as successful when lessons learned are able to promote greater education in the specific domain space of the change.

The value of Change Enablement as an innovation stimulus differs from traditional change management in:

  • Only innovative behaviors by individuals with great commitment are empowered – leading to higher probability for success (reduced risk in choosing which innovation to back).
  • Innovation is promoted even when the risk of failure hovers as education through failure is far more valuable than education from wrote.
  • Innovative change is a key differentiator as modern businesses compete in the fast moving world of devices, services, and profit from their offerings.


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