Lead and direct organisational change to sustain improvement in food and drink operations

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This standard is about the skills and knowledge needed for you to lead and direct organisational change to sustain improvement, to support your organisation's drive to improve food and drink operations. This is important in increasing productivity and success of manufacture, processing and supply within the food and drink supply chain. Leading organisational change is critical in ensuring that an improvement strategy can be successfully delivered and sustained.

You will need to show and understand how you prepare adequately for leading and directing your organisation's change and improvement strategy and objectives. You will need to comply with your company policies for leading change and take responsibility for your actions. You will need to show and understand how to lead the strategy, objectives and timelines for change and improvement, and understand the concerns of colleagues in achieving the change objectives. It involves understanding leadership techniques, the performance of teams, barriers, risks, monitoring, communication and feedback systems.

This standard applies to you if you are a director, manager or consultant who has responsibility for leading and directing an organisation's change and improvement strategy, to sustain improvement in food and drink operations including manufacturing, processing, packing or supply chain activities.

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1. your organisation's improvement vision, strategy, objectives, the reasons for improvement, the risks and expected benefits
2. the main models and methods for directing change and improvement effectively, and their advantages and disadvantages
3. how to devise and agree plans for change and improvement in line with the strategy for improvement
4. how to assess and manage the risks and benefits associated with implementation of organisational change and improvement
5. the importance of contingency planning and how to plan effectively
6. how to make critical decisions
7. the internal and resource barriers to change, and the techniques that deal with these
8. stakeholder and line management expectations and how they influence the process
9. business and operational critical activities and interdependencies associated with improvement
10. how to make changes to plans and carry out corrective direction as circumstances dictate and the associated management of priorities and rationales for colleagues
11. the communication channels used to inform, both formal and informal, and which to use dependent on the situation
12. what the policy and systems are to monitor, control and review progress during management of change and improvement
13. how to evaluate the success of the implementation of an improvement strategy
14. the range of information sources available to support improvement
15. how to give and receive feedback about the implementation of the improvement strategy and specific management of change and improvement issues
16. why effective planning is essential to organisational change improvement programmes
17. different leadership styles and behaviours, their strengths and how to use the appropriate style for difference circumstances
18. different methods of communication and their relevant strengths and weaknesses in various circumstances
19. why it is important to set specific, measurable, achievable, realistic and time-bound (SMART) objectives to achieve improved performance
20. how to motivate staff and gain their commitment to participate in change and improvement programmes to sustain improvement
21. how to justify, present and communicate recommendations for a planned programme of change and improvement
22. how to lead a realistic programme of change and improvement in accordance with the organisation's improvement strategy
23. how to ensure that changes and improvements are sufficiently detailed to ensure sustainability of improvement