By Stephen McIndoe, VP Consulting, Be4ward
In my previous articles in this series on change and program management of artwork improvement projects, I talked about:
In the final article in this series, I will look at key learnings in the delivery of change programs and how they apply to artwork improvement programs
This essentially forms a high-level checklist of all the things that you need to make sure are in place to ensure the success of your project. For this purpose, we will refer to research that Professor John Kotter performed at Harvard Business School. His research into the success and failure of major change initiatives in organizations led to the conclusion that change initiatives succeed when they do a number of specific things. I will review those key success activities and provide some of our recommendations on how they apply to improving an overall artwork capability. We have found it useful to use this insight to help build a project scorecard that is reviewed by the steering team periodically to ensure that a project is covering all the critical areas to ensure success.
Kotter’s Steps for Implementing Successful Change (And Some Thoughts On How This Relates To Artwork Capability Improvement)
In summary, delivering quality artwork is a complex endeavor involving many moving parts. In the largest organizations, artwork capabilities involve thousands of people, working across many internal functions, in more than one hundred countries, involving tens, if not hundreds of external organizations. The capabilities require the skilful design and management of integrated business processes, organizations, and facilities, which are enabled by a suite of sophisticated information technology systems. In smaller companies, whilst the scale is reduced, the fundamental challenges remain unchanged. Establishing and delivering improvements in artwork capabilities is a significant but achievable change management challenge.
However, achieving excellence is achievable and has been attained by a number of healthcare companies. Delivering change in this area requires the management of a complex interaction of business processes: people in many different functions, organizations and countries using many, often validated, information technology tools. This requires careful and skilled project and change management skills to do it effectively if significant compliance risks are to be avoided.
This completes my series of articles on successful labeling and artwork management. I hope you have found them useful. Next month, I will start a new series of articles on how to manage packaging complexity.