Consider Emotional Resonance

• As humans, we’re all emotional creatures. Changes in any part of our lives will affect us emotionally – both positively and negatively.

Overcoming change fatigue involves understanding how employees’ emotional response (that is, the well-known four stages of shock, denial, anger and acceptance) affects their professional response.

➢Fix What Matters

• Think about how you can delve deeper to find out what actually concerns or frustrates them. There are a range of tools available to achieve this, depending on how visible or covert you wish the observations to be. Analysis of sentiments expressed over intranet social channels, multi-format employee surveys and anonymous staff interviews can all provide valuable insights.

Ways to organize and co-ordinate resources and activities to achieve planned innovation and change

• When planning and organizing projects in the workplace, it’s important to be able to figure out what resources are required and coordinate, or organize them in the best way. The size of the project will determine what type and how many resources will be required. Usually the larger the project, the more resources you will have to coordinate. Unless you have a process in place, coordinating many different types of resources can be stressful.

➢Understand which resources are in short supply and focus on them

• Focus on these constrained resources, and plan around their availability, to help avoid bottlenecks and unnecessary delays. employ the 80/20 rule, where basically 80% of the effects (or resource constraints) come from 20% of the resources. These are the people in high demand to do the work.

Agree on a common approach to prioritizing work across shared resources

• Create an agreed-upon scoring/evaluation process in advance to help facilitate objective decision making. Monitor unplanned work that can steal from the capacity and create hidden delays. Keep in mind that overcommitting people can lead to quality problems and a reduction in overall throughput.

➢Embrace different ways of working across the organization and resources

• Different types of work, and even different groups within the organization, may benefit from a specific methodology. As such, ensure that the tools and selected approaches align and create efficiencies. At higher levels, a more standardized roll up can provide the metrics needed for a comprehensive view of the organization. This will enable the organization to plan, manage, and deliver work utilizing a range of methodologies such as traditional or milestone-driven, iterative, agile, and even collaborative work

• Recognize that conflicts will occur because unexpected events and changes are inevitable (and more frequently than we would like!).Work together to resolve resource conflicts based on the immediate and downstream priorities

Manage work and resources uses a blend of granularities

• Planning work, managing assignments, and reporting time doesn’t all have to utilize the same granularity. Find the balance that works for each situation. Planning work is often the most granular, while time reporting may be elevated to simplify the reporting process of those tracking time, which leads to a greater level of accuracy.

When assigning resources to work, long-term assignments often work best at the high-levels while near-term assignments tend to be well understood allowing for more detailed planning

➢Plan work

• Consider traditional tasks with start/finish dates and durations for formally defined work and less formal lists to handle lightweight assignments

• Align projects and other work to the strategic outcomes they are meant to support

• Utilize automated processes where possible to reduce administration

➢Report time

• Remember that different groups may be more reluctant to time reporting, so keep things simple and easy (especially in the beginning)

• Further ease adoption by tracking time in the execution tool of the resources’ choice

• Utilize actuals to assess performance and understand trends to improve future planning

Apply assignment types that align to the business needs

Utilize unnamed role-based resources for longterm planning, or when the specific resource isn’t known in advance

Soft-booking of named resources can benefit medium-term planning and prioritization processes

Hard-book named resources for the short-term when detailed information is known

➢Account for non-project time

• Ensure that administrative time, paid time off, etc. are accounted for when planning in both the long and short terms

• unexpected project activities should be considered, be sure to provide a mechanism to capture this time –otherwise the leader will lose visibility to this reduction of capacity

• Realize there will be a natural time loss from common, everyday items, such as administrative tasks (e.g., email, general meetings, etc.)

➢Avoid or limit multi-tasking

• Multi-tasking sounds efficient, but often results in lower overall productivity

• Try to limit the number of parallel tasks and the resources will perform better

• Last but certainly not least, take care of the resources because turnover causes a tremendous loss in productivity/capacity

• Offer training programs and don’t over-utilize to reduce burnout

Direct and indirect aspects of innovation and change – human and financial effects upon other people, departments and organizations

➢Firm-level resources: financial resources

• Financial resources can be a source of competitive advantage even though they are not themselves unique or difficult to imitate. This is mostly because firms that have financial resources can take advantage of new opportunities and are better equipped to respond to threats from their environments. Firms with financial resources are therefore have the “means