Spend Matters welcomes this guest article by Somdipto Ghosh ofZycus..
In the rapidly evolving modern era, every organization understands that the mantra of long-term success can be summed up in the words “evolve or die.” However, even though every organization wants to innovate, no individual wants to change, at least not unless they are between a rock and a hard place.
Inside every procurement department, this paradox is apparent: While the organization realizes the need to embrace new technologies to transform its practices through automation, the fear of uncertainty and the natural reluctance to change causes transformations to become time-consuming, if not a failure. While there is no secret elixir of success, following Kotter’s 8-step change process will ensure that there is a method to all the madness.
第1步：创造一种紧迫感
甚至在开始评估技术选择和传播未来利益之前，甚至在一开始就会沟通和内化对变革的积极态度非常重要。这意味着创造一种演变文化，不断识别当前过程中的问题区域。
Don’t:Wait for a calamity to occur and then walk around the office with a guitar humming “the times they are a-changin’.”
Do:Carefully evaluate current processes, noting data discrepancies, time lapses, missed compliances, etc., and their ultimate impacts.
第2步：建立一个指导联盟
Every change management project needs an energetic group of go-getters to lead and support people through the change process.
Don’t:为了保持控制，然后在毫无戒心的员工对责任持续行动，履行所有责任。
Do:Have a mix of top management, young technology enthusiasts, as well as the popular “people’s champ.” While senior managers can make decisions, you will need young go-getters to get them executed and manage conflicts.
Step 3: Form a Strategic Vision and Initiatives
不要将计划限制在比较“原样”和未来国家的比较，但基于您在3年期间可实现的明确数字福利的战略愿景。
Don’t:在没有明确的目标或焦点的情况下开始转型 - 不仅是如何去除过去的错误，而且还如何考虑即将考虑即将到来的挑战。
Do:通过清楚地构建一个整体愿景，了解如何影响即将到来的大型项目。关键是早期参与。
Step 4: Enlist a Volunteer Army
一个大的变革管理计划需要几个月的实施方式，因此您应该考虑在最初的热情下降后将进入的疲倦。因此，您需要一支愿意用户的军队来测试和传播他们的第一手经验和改变的好处。
Don’t:将过程推向一个选择的人，而无需传达作为早期适配器的优势。
Do:One of the best strategies is to set up an “employee recognition” process for early adopters. Also, while devising such a strategy, try involving their subordinates (maybe through a voting process) as that will promote more volunteers and not alienate the early adopters.
Step 5: Enable Action by Removing Barriers
消除改变的障碍;改变构成威胁的系统或结构对实现视觉的威胁。
Don’t:爬完人身后，而他们正在测试新的过程或技术，用手调查问卷或传播“大哥正在看着你”的感觉。此外，不要选择难以使用它需要额外认证的软件。操作。
Do:Set up a dedicated platform for users to post their challenges and allow them to share their good and bad experiences. Have periodic meetings, separately with employees at different levels of hierarchy.
第6步：生成短期获胜
Some transformations are aimed to be “Big-Bang” styled, while most companies prefer a phased or even modular approach.
Don’t:误认为假设单独运营效率构成胜利。现实世界经理期望引人注目和可衡量的投资回报率。
Do:使增量变化，而不是自然的。如果您遵循相平的方法，则会更容易地从项目的一部分累积节省以资助后续部分。一个良好的做法是从一个过程开始，这是可以产生高分节省的过程，如战略采购，然后移动到操作部件。
第7步：维持加速度
很容易开始，但难以完成。即使在项目被宣布成功后，总是有更多的要完成，以确保疲劳不会产生新的头痛。
Don’t:等待事情出错，正如一定点或其他地方都要发生。
Do:Work closely with the technology provider to keep on encouraging user adoption.
Step 8: Institute Change
通常，组织只会仔细研究其现有问题，并且才稍后他们认为比以前设想的解决方案更多的用途。因此，必须将新行为与组织成功联系起来，并继续争取完美。
Don’t: Be satisfied with conquering known problems, as organizations are known to be forgetful when it comes to rewarding employees and tend to forget past accomplishments.
Do:任命一个专门的卓越中心，可以与不同的利益相关者合作，不断创新现有流程并更新新功能的团队。
所以，如果你是那些旨在征服有时挑战的专业人士之一，“因为他们在那里，”搭扣并记得使用这8个步骤来缓解你的动荡之旅。
讨论这一点：