Change programmes and organisational change have become big business over the past decade or so. But what do these programmes set out to achieve and do they ever get there?

There are few large organisations that haven’t been through some form of change programme in the last few years. The background to these vary; not infrequently the arrival of a new CEO heralds the introduction of a ‘culture-change’ programme that replicates that seen in the CEO’s previous organisation. Do I sound cynical?

Probably. But many of us who have worked in HR for a number of years will have seen initiatives come and go faster than the leaders of the Tory party.

The last decade has seen a preponderance of quality related initiatives and change programmes. Various techniques have been employed from detailed measurement systems that remind you of old time and motion approaches, right through to the quality circle and kaizen approaches where there is a tremendous degree of employee involvement.

However where are these approaches now? I appreciate that in some cases the process may be embedded within organisations, but I suspect in many situations they have been quietly forgotten and left to wilt on the vine.

Change programmes normally have two constituents, external consultancies and a loud rousing launch. While I have nothing against external consultancies (I have to declare an interest being one myself!) I believe they have an obligation, ethical if not contractual, to ensure that the organisation is truly buying into the proposed change.

Too often what consultancies provide is a highly structured approach to cascade a change management programme that is designed to permeate throughout the business. To be fair, that is what they are normally asked for. Linked to the programme is the inevitable collateral including mugs, posters, mousemats and perhaps even a Desmond Lynham video! But to what effect? Certainly the change programme (which almost certainly has a snappy title along the lines of ‘Putting the customer first’ or some thing equally anodyne) will make an impact, but how long will it last?

In my experience, change programmes cannot simply be cascaded down: they have to be lived, and that living needs to start at the board. How many times have we seen change programmes that espouse openness and the fact that every individual counts, only for the board never to meet frontline employees?

What I would rather see is what I call ‘guerrilla change’ whereby the senior management of an organisation deliberately embark upon a programme of change (subtle distinction between this and a change programme, where the emphasis is on the programme!) in which what they do and say gradually changes but in doing so becomes seamlessly embedded into the organisation’s DNA and so becomes a natural part of life.

That way they have the opportunity to say to the organisation ‘look at what we’ve done’, in a manner that carries so much more conviction that the razzmatazz of a hyped launch. Do it that way you don’t even need to get employee buy-in. It simply becomes the normal way of life.

Of course this sounds very simplistic, and yes, there are times when dramatic change is necessary. But let’s keep the programmes for really major issues and make change part of normal life, led by normal people.

What is your experience of change programmes? Do they really last or are they simply passing fads?

Quentin Colborn is an independent HR consultant who supports organisations with a wide range of HR activities. For an informal discussion of how he can help you T: 01376 571360 or e-mail him at Quentin@qcpeople.co.uk

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