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While implementing sustainable change is not always guaranteed, there are ways to increase the likelihood that a change will be preserved. Palmer et al. (2017) identified redesigning roles, redesign reward systems, linking selection to change objectives, walking the talk, encouraging voluntary acts of initiative, measuring progress, celebrating throughout, and fine-tuning as actions change managers can take to implement sustainable change. Change is a complicated process, it is important to address sustainability throughout the entire process, rather than after it becomes an issue. Palmer et al. (2017) pointed out that sustainability is dependent upon the decisions and actions taken throughout the process, not just on what happens after implementation. The first step to improving the likelihood that an initiative will be sustainable is to plan for sustainability from the beginning.

Many of these actions were used by an organization I formally worked for when they implemented a central purchasing program. It was necessary to redesign roles and reward systems during the change process. Since the purchasing and accounts payable functions were moved to a central location, it was necessary to redesign the functions at the local facility. These roles were now tied to new key performance indicators and incentive systems that more closely matched the new expectations. It is difficult to exhibit past behaviors when roles definitions change and when financial motivation is changed (Palmer, Dunford, & Buchanan, 2017). One major hurdle throughout this initiative was gaining employee buy-in. Seasoned employees were less willing to support process changes that they viewed as additional effort. One of the ways management helped to lessen the resistance and improve sustainability was to ensure both their words and actions remained positive to the new initiative. I do not remember hearing or witnessing one manager criticize the change. Palmer et al. (2017) referred to this action as walking the talk and noted that management can seriously jeopardize sustainability if their words and actions do not support the initiative.

Another action that greatly improved the sustainability of this change initiative was including many individuals that were currently doing the work. The overall initiative to move to central purchasing was decided by top management but many smaller details were left to the employees that had working knowledge or current processes. Change is more likely to become embedded if the operational employees develop some of the specific changes that will be implemented (Palmer, Dunford, & Buchanan, 2017). Additionally, this action required multiple modifications to be made along the way. Palmer et al. (2017) pointed out that it may be necessary to make timely modifications along the way as most change initiatives do not unfold as anticipated. The overall goal to implement a central purchasing department was never in doubt, but many minor adjustments were made along the way to improve the overall success of the initiative.