Organisations are implementing numerous changes each day and the bigger the change, the more challenging it is to implement. Most change initiatives are very well designed and planned for, but they fail to deliver the expected outcomes. Creating successful change is not easy, but having the opportunity to learn from failed changes is critical to finding out why most changes do not work out.
In any change initiative, the technical side of the change, mostly referred to as the hard side, usually gets most focus and substantial effort from both leaders and project teams. If it is financial decisions, they must be worked out. In a case of integrating new business systems, systems development will be done.
Change management is a legitimate field and a practice that every organisation needs to take seriously. Unfortunately, it is largely misunderstood with managers and leaders thinking change management is jargon. Some managers and leaders think they can send out an email on a Monday for Training on Tuesday, and then check change management off their to-do list for good.
Continuous change management has become a reality that is unlikely to slow down. This is compounded by the complexity of the changes many organisations are currently facing, the degree of uncertainty and ambiguity of the future and the number of variables associated with the changes. Organisations are in a constant state of change with priorities and strategies continuously shifting to adapt to new market realities, changing consumer demands and needs, and technological, political and economic factors.
Change management is seen as a warm and fuzzy ‘thing’ we do to staff to bring them on board with changes introduced to the business. I have heard varied definitions of what it is, including it being ‘training’ – and so as long as staff have attended a training session, it is assumed that they will embrace, adopt and use the changes introduced. In other arenas, change management is about communication, typically sent via e-mail from the project team, HR…
Is certification really necessary? Doesn’t experience alone qualify you? We understand the uncertainty, and it’s a question we are asked more often. Let’s explore the question – because the bottom line is that there are some definite advantages to receiving change management certification.
A business case captures the reasoning for initiating a project or task and helps convince a decision maker to take action. A well-structured, formal document, the business case tells the story of an initiative from beginning (what problem or situation triggered the initiative) to end (what benefit, value or return is expected). Business cases are typically written at the project or initiative level as a way to secure funding and commitment. The business case is a powerful vehicle for presenting…
At the end of 19th and early 20th century organisations, mostly in heavy manufacturing industry, were overly obsessed with efficient production systems. The formula back then was to have employees complete a series of repetitive tasks in a production line, say in automobile, to get as many finished products in the shortest time possible because customers could not wait to own them. It came to be known as the production era.
Seven Principles of Effective Change Management Managing the people side of change involves one of the most unpredictable variables that you will ever encounter: people. Because each individual and department is different, it is not advisable to blindly follow a recipe or formula for change management. Take the time to carefully carve out a change management strategy and approach that meets the unique needs of each situation, and be prepared to switch it up from time to time as conditions change.…