Book Sneak Peak: Develop the Deployment Strategy

One more sneak peak of our book, “wHolistic Change: Delivering Corporate Change That Lasts.” Links to buy are available now!

Chapter 12, Develop the Deployment Strategy

Explanation of the Technique

Deployment planning falls within a standard project-planning paradigm. It isn’t our objective here to tell you how to do project planning. Rather, our goal is to make sure that you’ve asked all of the right questions to enable you to determine a deployment strategy for your wHolistic Change℠ that is realistic and achievable.

  1. To phase or not to phase?
  2. What other changes are going on in the organization?
  3. Can we pilot?
Figure 36. Before you deploy, you need a strategy.

Figure 36. Before you deploy, you need a strategy.

1. To phase or not to phase?

Change can be deployed all at once (“big bang”) or it can be phased in gradually. There may be some characteristics of what you’re deploying that won’t allow for the change to be phased in. Nevertheless, at least ask the questions in the Deployment Strategy Checklists to see if a phased approach might be an option.

In general, deploying in phases is less risky and allows for adjustments along the way, if needed.

2. What other changes are going on in the organization?

Another key aspect to consider when you are determining your deployment strategy is whether any other change activity is happening in your organization at the same time.

We have found that once a corporation decides to make a change, there tend to be multiple changes going on at the same time that involve the same stakeholders.

Your chances for success increase when you are aware of one another’s goals, timelines, and key deliverables. This is also an opportunity to leverage one another’s communication plans, since some of the same people will be impacted by the related changes.

We call mutually beneficial change initiatives “key alignments” because we will want to stay connected with and aligned to those efforts as our change moves forward.

There is a limit to the amount of change people or an organization can tolerate. It is better to be wildly successful with a few things than moderately successful with many….

About Michelle Smeby

Michelle Smeby is CEO of wHolistic Change, Inc. with more than 10 years of experience implementing enterprise solutions at Fortune 100 companies. Michelle specializes in helping corporations deliver transformational change.
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