• Marty

Change Management: Waiting for perfect is never as smart as making progress.

CM refers to the management of change and development within a business or organization.

The 3 levels of Change Management

  1. Individual Change Management {ICM}

While it is the natural reaction of humans to resist change, we are actually quite resilient creatures. When supported through times of change, we can be wonderfully adaptive and successful. ICM requires understanding how people experience change and what they need to change successfully. It also requires knowing what will help people make a successful transition:

  • What messages do people need to hear when and from whom?

  • When the optimal time to teach someone a new skill is?

  • How to coach people to demonstrate new behaviors?

  • What makes changes “stick” in someone’s work?

Individual change management draws on disciplines like psychology and neuroscience to apply actionable frameworks to individual change.

  1. Organizational/Initiative Change Management {OCM}

Change happens at the individual level. OCM provides us with the steps and actions to take at the project level to support the hundreds or thousands of individuals who are impacted by a project.

OCM involves identifying the groups and people who will need to change as the result of the project, and in what ways they will need to change. OCM then involves creating a customized plan for ensuring impacted employees receive:

  • Awareness

  • Leadership

  • Coaching

  • Training

Driving successful individual transitions should be the central focus of the activities in organizational change management.

OCM is complementary to your project management. Project management ensures your project’s solution is designed, developed and delivered, while change management ensures your project’s solution is effectively embraced, adopted and used.

  1. Enterprise Change Management Capability {ECM}

ECM is an organizational core competency that provides competitive differentiation and the ability to effectively adapt to the ever-changing world. ECM capabilities means effective change management is embedded into your organization’s roles, structures, processes, projects and leadership competencies. Change management processes are consistently and effectively applied to initiatives, leaders have the skills to guide their teams through change, and employees know what to ask for in order to be successful.

The end result of ECM capabilities is that individuals embrace change more quickly and effectively, and organizations are able to respond quickly to market changes, embrace strategic initiatives, and adopt new technology more quickly and with less productivity impact. This capability does not happen by chance, however, and requires a strategic approach to embed change management across an organization.

Historically, senior executives in large companies had a simple goal for themselves and their organizations.

  • Stability

Shareholders wanted little more than predictable earnings growth. Because so many markets were either closed or undeveloped, leaders could deliver on those expectations through annual exercises that offered only modest modifications to the strategic plan. Prices stayed in check; people stayed in their jobs; life was good.

Market transparency, labor mobility, global capital flows, and instantaneous communications have blown that comfortable scenario to smithereens. In most industries, and in almost all companies, from giants on down, heightened global competition has concentrated management’s collective mind on something that, in the past, it happily avoided:

  • Change

Successful companies develop a culture that just keeps moving all the time.

This presents most senior executives with an unfamiliar challenge. In major transformations of large enterprises, they and their advisors conventionally focus their attention on devising the best strategic and tactical plans. But to succeed, they also must have an intimate understanding of the human side of change management, the alignment of the company’s:

  • Culture

  • Values

  • People

  • Behaviors

These configurations encourage the desired results. Plans themselves do not capture value; value is realized only through the sustained, collective actions of the thousands, perhaps the tens of thousands, of employees who are responsible for designing, executing, and living with the changed environment.

Long-term structural transformation has four characteristics:

  • Scale

  • Magnitude

  • Duration

  • Strategic importance

Yet companies will reap the rewards only when change occurs at the level of the individual employee.

Many senior executives know this and worry about it. When asked what keeps them up at night, CEOs involved in transformation often say they are concerned about how the work force will react, how they can get their team to work together, and how they will be able to lead their people.

Senior executives also worry about retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best-laid plans have gone awry.

No single methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations.

What follows is a “Top 10” list of guiding principles for change management.

  1. Address the “human side” systematically

  2. Start at the top

  3. Involve every layer

  4. Make the formal case

  5. Create ownership

  6. Communicate the message

  7. Assess the cultural landscape

  8. Address culture explicitly

  9. Prepare for the unexpected

  10. Speak to the individual

Ho Chi Minh City

James Rausen

+84 866893419


Marty Hoare

+84 368091961

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