PMC Retail viewpoint - managing and sustaining the constancy of change

It’s an intriguing paradox that change is one of only a few constants. This matters because it’s prompting a wholly different approach to the handling of retail technology projects if all stakeholder objectives are to be fully met.  

Traditionally, project managers might have focused on simply getting done what needed to be done; at times driven by task completion and the ticking of boxes.

This could result in some individuals being brought along ‘kicking and screaming’ – basically, under protest.

These project managers believed that a communications plan (often one way), a stakeholder plan, and a training programme were wholly sufficient for getting the job done. 

Unsurprisingly, this approach was not always successful. Unless you get everybody onboard, individuals who are unengaged will simply revert to operating in the old way and ‘work around’ the newly implemented technology and processes. 

In reality, some project managers lacked the personality or the necessary emotional intelligence. Being able to deliver only the tangible change that the project requires – such as design, development, and testing – is not the full picture.  

Successful change management requires specialist expertise. Of course, it depends on the size of the project, but this need can be met by involving a change management officer or transformation officer to work alongside the project manager. 

Preparing for sustainable change

Experienced change managers can quickly understand how much change a company, and its people, can take.

Their focus is on getting the organisation ready to deal with this change – this includes raising awareness, promoting participation and, most crucially, delivering ongoing two way communication. The objective is to get people excited about the change and to cover off any concerns they may have.  

Change has traditionally been done to people, whereas sustainable change requires a collaborative approach. Thankfully we are seeing more educated sponsors in retailers, who recognise this is the way to handle projects.  

Our projects embrace this approach and from the outset we find out how people would like the project to go, and then keep them engaged throughout the journey.

In contrast, the ‘old school’ way could leave individuals affected by the change ‘in the dark’, and only seeing the changes wrought on their way of working at the point of project handover. 

In contrast, we have ongoing ‘show and tells’ where there is an opportunity to tweak the proposed process changes. This takes place alongside workshops and Q&As, and communications from senior management (who must be supportive and visible throughout the process).

This helps convey the message that some things will not be the same. Interestingly, there is also great value to be had from highlighting those things that will remain the same. 

Different strokes for different folks

The change management role also involves understanding how change impacts different people and dealing with them in their preferred manner.

This might be via phone calls, or email, and with some individuals it works best to deal in pictures rather than columns and tables on spreadsheets.

There are many ways to engage different people; there’s definitely more than a little psychology involved in successful change management. 

This tailoring of communications is more important than ever. Projects have shifted from historically operating on rigidly defined time frames, to being more amorphous in a world where business and technology requires constant change.  

The change management piece might therefore require ongoing workshops, the creation of a space where feedback can be constantly logged and acted upon, and for senior teams and executives to share their roadmaps.

This all helps to ensure there is no reversion to the old ways of operating, especially by any individuals in the organisation who have remained resistant to change.  

Dealing with change is a major challenge for retailers. One that might well involve some education at the senior level about what it will entail for their organisation.  

For organisations facing change, it's imperative to prepare in a responsible manner and engage partners who can help them on the journey.

There are plenty of tools, methodologies and companies to work alongside, but it does require retailers to recognise the importance of change and to make informed decisions.   

About the author

Passionate about change and organisation enablement, Maggie Lewis works at PMC Retail, supporting their clients on change management programmes.

Her career spans project and change management, giving her the rare ability to apply full business change lifecycles in any situation.