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The Roles of Change
Academia suggests that there are four common roles critical to the change process. The first, a sponsor, has the power to authorize or legitimize change; this role creates the environment (pain) that enables change. The second, an agent, is responsible for making the change—the planning and execution to ease the pain. The third, a target, is the individual or group that must change; meaningful involvement by the target is essential for sustained change. Fourth, an advocate, helps achieve a change but lacks the power to sanction it.The SCOR project roadmap uniquely offers a formal structure that effectively utilizes these four roles and provides education to support them in their efforts.Consider what you just learned about Fowlers. A core team of suitably motivated executives was identified to sponsor the effort; they held eight steering team meetings over sixteen weeks to review and approve key SCOR deliverables (see Figure 1-2, SCOR Project Roadmap).The design team held the role of agent. It conducted thirty-two formal and informal meetings over sixteen weeks, producing key SCOR deliverables.The extended team held the role of target. There were many formal and informal meetings over the sixteen weeks. Each meeting helped to validate and refine SCOR deliverables and to demonstrate to each member of the target group why all of this was important.David Able was the advocate. He participated as a design team member and provided the communication link to the rest of the teams.That leaves one final role—sponsor, which is a little bit more complex because it is so closely linked to the pain of changing the environment.There are three phases of change: present state, transition state, and desired state. Change is only possible when the pain of the present exceeds the cost of the transition. By clearly analyzing competitive position with standard metrics, identifying disconnects and gaining consensus around the TO BE design, a SCOR project helps people see the AS IS as unacceptable and the TO BE as desirable.Prior to the Fowlers project, pain was not obvious. The business was growing, profitable, and considered a market-share leader. The key was the transition in strategy from operational excellence (SOURCE and MAKE) to customer intimacy (PLAN and DELIVER). Looking at the SCORcard from the customer's perspective was a revealing exercise. The design team articulated gaps in delivery performance, fulfillment lead-time, and total-delivered cost as they related to the new strategy. Each of these gaps became a source of pain.
