7 steps on the way to an interactive management system

Create acceptance for change

You have recognized the need for action and are convinced of the value of improving the way of process communication in your company — very good. You probably already have an idea of your target image. The questions you're probably asking yourself now:

• How do I convey this vision to my organization?
• (To what extent) should we seek external advice?
• What experiences have other companies had with the introduction of an interactive management system?

Here are 7 practical recommendations for you, although there is no claim to completeness:

1. Accept that the introduction of an interactive management system means change for everyone.

Even if it's easy for you personally: A new management system means change and each of us deals with it differently. If, in the future — unlike before — all colleagues are to participate in the communication of processes, they must completely new patterns of behavior establish within the company. The clearer it is which doors you can open and how, gives this undertaking more momentum. Keyword: Change Management.

2. Create the breeding ground for change.

A critical question is whether everyone recognizes the pain of the current situation and whether there is the will to change. Create a willingness to change by using Status quo viewed from various roles and Collect Pain Points: Take a look at how you are currently communicating process changes and what problems arise time and again. Spell this out as concretely as possible — even emotionally.

3. Develop a common goal.

Consider together how you will document and communicate processes in the future, what level of participation you will achieve and what things you absolutely want to maintain or avoid. What is a motivating goal for whom? Allow discussion! Prioritize the components of your vision and get a clear commitment to the goals. In any case, you should have management on board.

4. Plan the bridge to the destination.

A rough schedule And a clear Defining the necessary steps are extremely helpful in creating a safe transition to the target image. Missing deadlines or too loose timelines can cause the project to stall. Communicate appointments to all parties involved at an early stage.

5. Negotiates common expectations for project roles.

Defines who should be involved in the project and to what extent. Successful projects are characterized by motivated project teams with many different perspectives and the appropriate backing of management. As an internal project manager and change driver, the project team is also responsible for communicating to colleagues outside the project team when what you want. This becomes relevant at the latest when it comes to developing your own processes in the management system.

6. Communicate transparently.

Communication is crucial for changing behavior. Repeats key messagesto strengthen them. Make your regular project meetings transparent and make the results available to everyone. Lasst Feedback and questions and answers them, for example, in a public project FAQ in the management system.

7. Observe the change.

What happens after the project is completed? How do the new behaviors solidify? Remember to turn off your legacy systems so that you don't fall into old patterns of behavior. exemplify the change and motivates others to take responsibility for their own processes. Observe the change by simply asking questions in everyday working life and quantitative metrics such as usage reports, which give you information about usage rates and process approvals.

External support — how much is needed?

A question that often comes up: How can and should we have external support for the introduction of our interactive management system? Well, there is no general answer to that. In my role as a consultant at Modell Aachen, however, I have experienced first-hand the importance of external support on the way to interactive management systems in many companies:

External support not only creates the obvious additional capacity in your project. She also creates more commitment for project progress. In addition, a From an external perspective, often new insights and a certain amount of authority in the process of change. It is important to find the right balance between the transfer of theoretical knowledge and practical application. For example, our consulting approach focuses on empowering your team through train the trainer methods.

The decision as to whether and how much external support you need and want is very individual. When thinking about it, you should 3 key factors look at:

1. your previous experience with change projects
2. Your willingness to take risks when introducing an interactive management system
3. your internal capacities

Planning is essential

The introduction of an interactive management system is a strategic step that needs to be well planned. Hopefully, the seven recommendations for action will guide you. If you are still unsure which is the right path for your company, take a look at our checklist and do the self-test! Just click on the button below, fill out the form and start planning right away.

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