The Lens - Changing Perspectives

Change: Turbocharged


Can we still manage and plan change well when the change we envisaged is turbocharged, unprecedented and spanning both our personal and professional lives? The answer is YES. While it might feel different, it doesn’t need to be different. By applying basic service design principles and mindset, we can confidently respond at pace rather than through impulse.

In the crisis we see today - turbocharging change for all of us – it’s an easy pitfall to skip the process and jump to “let’s just do it”. However, this increases the risks of encountering avoidable problems further down the track.

We’ve drilled down our experience to four key actions you can take to respond at pace towards the right solution.

 

Practical ways to face the accelerated need for ‘new’

 

Ask: what do my customers need now? At a time of social disconnection, a common urge is to digitise our services, but it’s key that a value proposition sits at the heart of this decision. It’s important to revisit the needs of your customer: What has changed? Do you have resources required to meet this need alone or in partnership? It’s common to start with “I need to change the way I deliver this service”, but first make the time to ask, “what do my customers really need?” before jumping to a solution.


Create: space to re-build your model. The first iteration of an idea is likely not to be the best it can be. We need to make space for this development by ensuring enough flexibility to allow our people to influence new directions. We also need to check in on what’s working with genuine permission for failure to make an appearance along the way. The language and processes of prototyping empowers us to be deliberate in our attempts to bend and stretch what we have created. Take a ‘never fixed’. approach, instead each iteration of a new service is considered a 'work in progress’. Ask yourself if you have made space for this in the launch of the new?


Invite: honest feedback. We all know that it’s important to invite feedback from customers, colleagues and partners but how well do we do this when we need to work with urgency? Even more so though, when the stakes are high, we need to be willing to put our assumptions about a solution on the line and allow them to be tested and/or validated. Think less about asking for feedback, more about how to give influence. If we give others permission to spot gaps at the prototyping stage then we meet this with the permission that we have given ourselves to not have it 100% right first time. 


Embed: meaningful learning mechanisms. We are all committed to learning through pretty rigorous self-evaluation. It’s what we do and yet there is a risk this learning culture gets lost amidst the crisis. Especially if we view some of our responses as short term fixes before returning to business as usual. In doing so, we not only risk a skewed picture of impact but most significantly, we miss out on those golden unexpected wins that might surface the changes worth taking into tomorrow. 


We’ve recently published a number of different tools you can use to help you with each of these key actions. Visit our Resources page to check them out. You can also book a Power Hour with me or one of the other Lens Developers to get one on one advice. 


Rachael Hood, Developer, The Lens