How many good Organizational Change professional are going to get screwed in their next major project because of the lack of Executive Sponsorship?

So many times the original enthusiasm on the part of the executive at the project start somehow is less forthcoming as the project progresses?

Let’s face it, the reason why many projects fail has nothing to do with technology, although undoubtedly there are issues. For the most part Change management and the lack of, or seeming lack of Executive Sponsorship is often usually the root cause. I believe that this is due to a weak Business Case where the drive for the project is based on IT cost avoidance rather than hard cost reduction opportunities.

Every time we’ve been asked to get involved when a project gets into trouble, almost invariably it’s because of the “manufactured” financial benefits, with theoretical “percentages of people” savings. How can an executive get excited about an Accountants Wet Dream?! Our advice is to spend that time in the beginning getting a really solid Business Case, and then making sure that the executive sponsor buys this, and even more important owns it! Look them in the eye and see how your gut registers!

From our own experience, if we’ve done the upfront work well and the Business Case is solid, and we’ve got the executive on board, it’s then a matter of guiding him or her into the appropriate attendance at certain meetings, and making some appropriate comments to the team. You can even help facilitate this. This is about a successful outcome not the ego!

Coach your Sponsor. Ask them to walk the shop floor and talk to those involved in the implementation process. Get them excited with newsletters, status reports, and especially progress! Whether it’s a reduction in inventory, or an increase in Customers if there is tangible results celebrate! But always follow your gut!

ecutive Sponsorship?