Maintaining the velocity of the change process.

Now let's consider the 3rd P - Pace – How to maintain and sustain the velocity of the change process.

To begin with, it's better to have a slow start than a false one. Changing larger organizations is like raising elephants. The gestation period is long and slow no matter what you do. However, the most important question isn’t how much time it will take to get the change you need, but how much time have you got? If you know the answer to this question, you can adjust the pace of the change process accordingly.

Plan to provide sufficient time for the transition. People need time to mourn the old as well as to embrace the new. These are two different processes and since they don’t take place at the same time, the overall journey takes longer than either one would separately.

Where possible, introduce change on a small prototype scale first, with the understanding that it will be expanded throughout the firm eventually. The intent is not to see if it works but rather to learn how to make it work. Sites for prototypes should provide the best opportunities for learning, rather than presenting the greatest challenge to the concepts involved.

Try out new ideas in new places and situations, such as when starting up a new business unit. A new unit has fewer bad habits to unlearn and can be designed to incorporate more effective processes. You can also hire or appoint people who are supportive of the ideas you‘re introducing. When replacing people who leave, retire or are promoted, look to hire those who possess the personal philosophy and capabilities called for by the change initiative. It’s also a good idea to build new ideas into an existing program with a prior history of success in adopting and implementing change.