All changes need to be properly planned, and innovative change is no exception. There is more about planning change in the Super Series workbook Planning Change, but there are a few specific issues that are particularly important if the change is going to be innovative. According to US academic Rosabeth Moss Kanter in her influential book The Change Masters (Allen & Unwin, 1983), the power to bring about innovatory change relies on:
■ Information (data, technical knowledge and expertise, political intelligence) ■ Resources (funds, materials, space, staff, time) ■ Support (endorsement, backing, approval, legitimacy)
The first of these, information, means that managers must ensure that they possess knowledge about the nature of the new processes, products or services that they are proposing to introduce. They should as individuals or, preferably, as a group, set out to be the authorities on the issue involved and on its implementation. They need to take full advantage of being a group by seeking knowledge and sharing it, taking responsibility for investigating particular areas and becoming the ‘group expert’ on that, identifying sources, making contacts and undertaking reading. The sum of all the individual expertise generated will be greater than the amount each individual could hope to develop in the time and with the resources available.