ORGANIZATIONAL CHANGE MGT

organizational change management - ocm

To survive in today's marketplace, a business must constantly examine its performance, strategy, processes, and systems to understand what changes need to be made. At the same time, an organization must also understand the implications of a new business change on its employees, given their culture, values, history, and capacity for change.

Change management is about managing people in a changing environment so that business changes are successful and the desired business results are realized.

As change in the organization have become more frequent and a necessity for survival, the body of knowledge known as "Organizational Change Management" has grown to be one of the most significant skills of a successful organization.

Change Management as a discipline must address both the organization as a whole and the individual.

Change management processes are most effective when they are flexible and can be scaled to fit the particular business need.

No two changes will require exactly the same process or same level of change management, that's where experience take place.

Success is achieved when a business change is introduced and employees have the awareness and desire to implement the change, the knowledge and ability to make it happen and reinforcement to keep the change in place.

Change competency - Current economic conditions have places a premium on an organization's ability to be flexible, quick to market, scalable and responsive to unique market demands.

Change competency is the infusion of a business culture that expects change and reacts with the understanding, perspectives, tools and techniques to make change seamless and effortless. it is all about making change a part of "business as usual", a part of day-to-day operations.

To build change competency, you must equip all levels of your organization with the understanding' perspectives and tools to make change seamless and effortless, that is where experience, language and culture play a big role in making that transition.

Change management does not work with a "one size fits all"' approach. The best and and most effective change management approach will match the specific change and the particular organization that is being changed.

prepare the organization

To successfully pursue and implement change, organizations must prepare logistically and culturally. However, before delving into logistics, cultural preparation must first take place.

In the preparation phase, the manager focuses on helping employees recognize and understand the need for change, raising awareness of the various challenges or problems facing the organization acting as forces of change, and generating dissatisfaction with the status quo.

craft a vision and plan

Once the organization is ready to embrace change, managers must develop a thorough and realistic plan for bringing it about that should detail:

Strategic goals: What goals does this change help the organization achieve?
Key performance indicators: How will success be measured? What’s the baseline for how things currently stand?
Project stakeholders and team: Who will oversee the task of implementing change? Who needs to sign off at each critical stage? Who will be responsible for implementation?
Project scope: What discrete steps and actions will the project include? What falls outside of the project scope?

The plan should also account for any unknowns or risks that could arise during the implementation process and require agility and flexibility to overcome.

implement

After creating the plan, all that remains is following the steps outlined to implement the required change. Whether that involves changes to the company’s structure, strategy, systems, processes, employee behaviors, or other aspects will depend on the specifics of the initiative.

During the implementation process, change managers must focus on the employees to take the necessary steps to achieve the goal and do their best to anticipate roadblocks and prevent, remove, or mitigate them once identified.

Repeated communication of the organization’s vision is critical throughout the implementation process to remind team members why change is pursued.

review progress

Once the change initiative is completed, change managers must prevent a reversion to the initial state or status quo. Without a good plan, employees may backslide into the “old way” of doing things, particularly during the transition.

By embedding changes within the company’s culture and practices, it becomes more difficult for backsliding to occur. New organizational structures, controls, and reward systems should be considered as tools to help change stick.

analyze results

Just because a change initiative is complete doesn’t mean it was successful. Conducting analysis and review, or a “project post mortem,” can help business leaders understand whether a change initiative was a success, failure, or mixed result. It can also offer valuable insights and lessons that can be leveraged in future change efforts.

Ask yourself questions like: Were project goals met? If yes, can this success be replicated elsewhere? If not, what went wrong?

leading organization is leading change

organizational change management - ocm

helping you design success

prepare the organization

craft a vision and plan

implement

review progress

analyze results

leading organization is leading change

organizational change management - ocm

helping you design success

prepare the organization

craft a vision and plan

implement

review progress

analyze results

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