Forget 'Silver Bullet' processes, they only work when the conditions for change are right. Each one usually has an example of a huge success when someone got lucky, and the conditions for change were right.
Having a clear change framework is important, but our collective experience knows that the Number 1 job is to recognise the existing conditions and then create the best possible conditions for each change. But, it's way harder than a 'Silver Bullet' to train people for, or persuade organisation leaders to use when they are looking for a 'quick fix'.
But, what are the 'Conditions for Change'? Sounds like a significant piece of work.
It is, it will dominate everything you do and will differ depending on the change environment and change task. For instance, imagine how differently you'd approach the introduction of a new, but well tested, process into a single organisation versus a multiple organisation strategy to integrate various services uniquely for mutual benefits. We don't believe there are approaches that work well across the spectrum between these. Even for each of these different changes, the environments they sit within can also dramatically alter, consider how differently the approach would be between an Autocratic organisation and one with a much higher degree of devolved leadership and decision making.
We will explore 'Conditions' further in coming blogs posts, but they cover diverse areas such as; leadership style, governance, planning, motivation, change management approaches, physical spaces, cultures, team dynamics, change process, habits, risk tolerance, internal and external politics, engagement, narratives around why change is required, the list goes on.
It takes great skill, experience and persistence to improve Conditions for Change, but without this the chances of success decline dramatically, that's why it's the number one job for change professionals.