The Change Acceleration Process (CAP) Approach: Transforming Organizational Change for the Future

Back in 1989-90, GE rolled out this excellent Work-Out program, which was all about getting teams together to solve problems and empower employees. Those Quality Circles from Japan inspired it, and it worked pretty well. But the big boss, Jack Welch, wasn't thrilled with how slowly it caught on. So, he brought in a bunch of consultants to figure out how to speed things up. And that's how they developed the Change Acceleration Process (CAP).

The consultants discovered that the success of a project does not solely depend on a robust technical solution. Cultural and personal factors, rather than technical aspects, can also play a significant role in project failure. This finding resulted in the formulation of the Change Effectiveness Equation, QxA=E. Essentially, this equation signifies that the effectiveness of a project (E) is influenced by both the quality of the technical solution (Q) and the level of acceptance by the individuals involved (A).

If your fantastic tech concept doesn't receive approval from the people involved, your project will fail, which is quite disappointing.

There are 7 Elements in the Change Acceleration Process:

1. Leading change: For successful change initiatives, the organization's leadership must consistently demonstrate a strong dedication to supporting change. Without robust leadership commitment, there is a high probability of failure in implementing change within the organization.

2. Creating a shared need: For change to be embraced and addressed, individuals need to recognize its necessity. The rationale behind it should be convincing and meaningful, appealing not only to the leadership team but also to all members of the organization.

3. Shaping a vision: Leadership must effectively communicate the expected outcomes for the organization after a change is successfully implemented. The intended outcome should be easily understood, supported by sound rationale, and widely accepted.

4. Mobilizing commitment: After establishing the initial three steps, generating momentum toward the necessity for change is essential. This process should encompass involvement, recognition, strategizing, and evaluating the required modifications.

5. Making change last: The challenge is maintaining progress by learning from past mistakes, making essential changes, and integrating adjustments into regular procedures to ensure lasting transformation and positive results.

6. Monitoring progress: Establishing milestones to track the advancement of the change project and acknowledging achievements when necessary can solidify the implementation of change within the organization. Define clear success criteria and regularly evaluate them fairly and unbiasedly.

7. Changing systems and structures: For the change to be lasting, the infrastructure must be established to accommodate it. If your existing infrastructure, including IT systems, HR policies, and organizational structure, is aligned with the organization's past state, it must be revised to align with the future vision; otherwise, the change will not be sustained.

   
   

Which lean tools are typically utilized for CAP?

• Includes/excludes chart

• Process mapping

• In/out of the frame

• RACI Chart

• Team charter checklist