Change Management

   Implementing change to ZeSW

The change management plans will promote and support a culture of transparency, professionalism and integrity throughout the implementation of the ZeSW. These are considered key foundations for any change management process

Leaders at all levels will be reminded throughout the change process that they play a significant role and have a major impact on creating and sustaining the Government Agencies ethical climate

   

   

A Client Service Charter will be developed for each Government Agency with the primary purpose of providing statements of what the clients can expect by way of services provided by the Agencies.

Managers will be required to demonstrate the ability to consistently put their words into action in a manner that positively impacts the staff and clients alike

   Possible Risks in change

  • Resistance to change may result in significant delays in project implementation and efficient execution of new measures
  • Lack of sponsorship from leadership could likely slow down the pace of reform and result in ineffective decision-making
  • Inadequate infrastructure at agencies may affect staff morale and efficiency in the delivery of services
  • People may be too comfortable in their old ways of operations and therefore would not be actively seeking new ways of doing things

   

   

  • Motives of external change agents may be unfairly viewed with suspicion thereby generating resistance. Thus too much leadership of the change by ZIMRA may be negatively viewed by other departments unlike a situation where these departments take a lead in managing the change
  • Externally induced change may be more difficult to accept than internally induced change

   Human Structural Requirements

  • For change to be more effective it needs to be accepted and directed from within organisations. External change drivers may be viewed with suspicion and people may feel threatened by the change
  • It is therefore necessary for internal change structures to drive change within MDAs to be set up
  • The change drivers should be in constant contact especially with the lead Agency in this case ZIMRA project implementation team and share experiences and challenges arising

   

   

Thus each Government Agency needs to establish:

  • Change Agents
  • Change Champions
  • Change Managers
  • Change Coaches

   Key Notes

  • It should be highlighted that the ZeSW is a national project being spearheaded by the Zimbabwe government as a way of enhancing efficient trade facilitation and promoting ease of doing business
  • Although ZIMRA has been selected as the lead Agency it should be highlighted that this is not a ZIMRA project but a national project spearheaded by the Office of the President of the Republic of Zimbabwe
  • It is therefore the duty of every Government Agency involved to embrace the project and make it a success for the good of the country at large

   

   

  • It is therefore the duty of every Government Agency involved to embrace the project and make it a success for the good of the country at large

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