Step three:
We’ve now identified the complexity that’s causing a problem. Plus, we’ve dug down into why the problem exists in the first place. It’s now time to decide how we want to go about fixing it.
The question to ask throughout this stage is; what impact is this change going to have? Remember what we said about improvement for improvements sake. We want to make sure that any changes we make a difference and solve the issue.
To continue with our previous example; we’ve poland rcs data found that we have an overly complex administrative process for managing termly recurring payments. The impact we want is to significantly reduce the time spent doing admin so we can focus on growing our organisation. As there’s no real way of improving that process due to the manual nature of termly billing, we’re going to move all our members to a monthly recurring payment which can be fully automated through direct debit and will remove 90% of the admin time needed on this task.
By getting to the root cause, we’ve now been able to plan quite a radical change for the organisation as we’re confident we’re targeting the right area for improvement, and that the solution we’re trying to put in is going to have a real impact.
Step four: Making it stick
Now it’s time to make it count. We’ve done all the theoretical work; we’ve now got to make the real change that’s going to last. The most important element here is communication. For change to stick, you need your team and customers to all be aware of and take part in the change. You must be consistent and assertive in making sure that any new processes are followed, and that any new expectations are clear for all.