Yep, best thing since the UNDO command, but lets try not to undo all our good work up to this point. We might assume that change leadership only applies to larger organizations, but wed be wrong. In many cases, the impact of change is felt even more keenly in smaller organizations and people often have much more multi-functional roles, less time and fewer resources.
This only underscores the need for identifying exemplars to champion the change and structuring training effectively. Dont forget other essential elements inherent in effective change efforts such as orchestrating functional and technical support, administration for business processes and infrastructure, and the ability to instrument the infrastructure.
If our key indicators of progress are positive, thats great. We should be looking at how to optimize our progress. If were not headed in the right direction, do we have enough information to understand why? Do we know, for example, whether we have a broken business process, or the wrong infrastructure, or even a training issue?
The key is to ensure that we understand how to measure success, many times in both quantifiable and subjective terms, for the organization. This can be a bit of a paradigm shift for smaller businesses who might not be accustomed to the equivalent of Performance Management, but its a critical success factor.
Yes, in many ways outsourcing can be incredibly valuable to the smaller business. Using the same core decision process and principles as larger organizations gives entrepreneurs a much better chance of getting it right for their small business, and shows why a small business should always say know before saying yes to outsourcing.