6/19/2023 0 Comments Time for change meme![]() Review complex projects every two weeks more straightforward initiatives, every six to eight weeks. Problems can be identified at the first sign of trouble, allowing for prompt corrective actions. Your project has the greatest chance of success if the following hard elements are in place: DurationĪ long project reviewed frequently stands a far better chance of succeeding than a short project reviewed infrequently. The Idea in Practice Conducting a DICE Assessment Using the DICE assessment technique, one global beverage company executed a multiproject organization-wide change program that generated hundreds of millions of dollars, breathed new life into its once-stagnant brands, and cracked open new markets. You can also use DICE after launching a project-to make midcourse corrections if the initiative veers off track.ĭICE helps companies lay the foundation for successful change. E ffort: the extra work employees must do to adopt new processes-the less, the betterīy assessing each DICE element before you launch a major change initiative, you can identify potential problem areas and make the necessary adjustments (such as reconfiguring a project team’s composition or reallocating resources) to ensure the program’s success.C ommitment: senior executives’ and line managers’ dedication to the program.D uration: time between milestone reviews-the shorter, the better.The essential hard elements? Think of them as DICE: Though these elements are critical for success, change projects can’t get off the ground unless companies address harder elements first. Why? Companies overemphasize the soft side of change: leadership style, corporate culture, employee motivation. Two out of every three transformation programs fail. Not only has the correlation held, but no other factors (or combination of factors) have predicted outcomes as successfully. The authors have used these four factors to predict the outcomes and guide the execution of more than 1,000 change management programs worldwide. Companies can use DICE assessments to force conversations about projects, to gauge whether projects are on track or in trouble, and to manage project portfolios. ![]() The framework comprises a set of simple questions that help executives score their projects on each of the four factors the lower the score, the more likely the project will succeed. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. When the authors studied change initiatives at 225 companies, they found a consistent correlation between the outcomes of change programs (success versus failure) and four hard factors, which they called DICE: project *duration,* particularly the time between project reviews *integrity of performance,* or the capabilities of project teams the level of *commitment* of senior executives and staff and the additional *effort* required of employees directly affected by the change. Companies also need to consider the hard factors-like the time it takes to complete a change initiative, the number of people required to execute it, and so forth. Most experts are obsessed with “soft” issues, such as culture and motivation, but, say the authors, focusing on these issues alone won’t bring about change. Everyone agrees that managing change is tough, but few can agree on how to do it. ![]()
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