Introduction
How long will it take for this change to be implemented? It is the question every leader asks. Understandable as it is, it is often the wrong question. A change is only successful when it is not only technically installed, but also fully realised in the hearts and minds of your employees. In this article we explain the difference and give you a realistic framework for determining the timeline of your change initiative.
Installation versus realisation: a world of difference
Many organisations focus on the 'installation' of a change. The new software is live, the org chart is published, the process is documented. These are technical milestones, the tangible proof that a project is 'finished'. Important as they are, this is only the beginning.
Real success is measured by 'realisation'. This is the phase in which the change becomes the new normal. Employees have adopted the new ways of thinking and behaving, the intended business results are being achieved and the new way of working feels more natural than the old one. This human and cultural milestone almost always takes much longer than the installation.
The key factors that determine your timeline
The duration of a change is not a fixed number, but a variable outcome determined by three core elements.
The nature of the change. Its scope and complexity play a major role. Implementing a new process for one team is different from a company-wide ERP system. More important still is the depth. A superficial change (a new form) requires a new skill. A deep change (from a siloed to a collaborative culture) requires unlearning old habits and beliefs, which can take years.
The human factor. This is where timelines are made or broken. People don't resist change, but the sense of loss that comes with it. According to William Bridges' transition model, people go through three psychological phases that you cannot rush: an ending (letting go of what was), a neutral zone (confusion and uncertainty) and a new beginning (embracing the future). The neutral zone is often the longest and most critical phase.
Leadership and sponsorship. The role of leadership cannot be underestimated. Are leaders consistently and visibly present? Do they communicate continually and model the new behaviour? A lack of alignment or consistency at the top can bring a change to a standstill indefinitely. Employees then wait to see who 'wins' instead of embracing the change.
Realistic timelines for change
Although every situation is unique, based on these factors we can sketch some realistic ranges for the realisation of change:
- Simple, incremental change: Think of a new team process or a minor software update. Reckon on 3 to 9 months before the new habit is formed and productivity recovers.
- Complex, transformational change: A major reorganisation or the implementation of a new CRM system. This often takes 2 to 4 years. The first year is dominated by letting go and navigating uncertainty; the second year is about building new competencies.
- Deep cultural change: The shift to a data-driven organisation or the integration of two corporate cultures after a merger. This is a marathon that can take 5 to 7 years or longer. You are fundamentally reprogramming the DNA of the organisation.
Your roadmap to faster realisation
Invest in the 'why'. Connect the change not only to business goals, but also to what it means for the employee personally.
Acknowledge the loss. Create space to talk about what was good about the old way. This helps people to let go and look ahead.
Measure behaviour, not just milestones. Does your project plan track the installation? Then make sure your change plan tracks the adoption of new behaviour.
Create and celebrate short-term successes. Visible, small victories build momentum and show that the change is worthwhile.
We excel at guiding organisations through change. Feel free to get in touch whenever you'd like to exchange ideas.
