If a strategic plan is really a change plan … what does that mean?
In the last post, we looked at three significant implications.
This post looks at a fourth:
Are those expected to change able to change?
Change capability isn’t often considered during strategic planning. It may not even be visible at that level.
However, it has a BIG impact at the implementation and worker level. And on whether the change is effective or even achieved at all.
Change capability, then, has a big impact on strategic plan results.
Changing processes and behaviors is not something that everyone knows how to do or do well.
Training is usually terrible at helping people change behavior and results. “Training” programs – or anything “learning and development” related – is about change. The point of those programs is for something to be different afterward … otherwise, why do it?
A 2019 HBR article (https://hbr.org/2019/10/where-companies-go-wrong-with-learning-and-development) resurfaced recently in social media feeds about why “learning and development” doesn’t result in learning and development.
An effective learning and development process includes:
- Learning the core of what’s needed
- Applying to real-world situations immediately
- Receiving immediate feedback and refining understanding
- Repeating the cycle
Sustainable learning and related change doesn’t happen in a few classroom hours. Learning needs application in the workplace and feedback to survive and produce results.
Do programs like this cost more? Sometimes.
The decision, though, isn’t about what program costs more or less.
It’s about whether the program investment is *wasted* or not.
Traditional training and learning & development programs waste the investment. Little learning and even less change.
Strategic changes go nowhere relying on traditional training programs.
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