Organizations do not change, people do. Change cannot be prescribed on the basis of a new organigram, a new digital strategy or the acquisition of a company. Likewise, no change will ever happen just because it is scheduled for completion at a certain date. Change is not an event. It is a multiphase and multilevel process. Simply put, it requires actions specifically tailored to a given audience at a given time.
Anglo-Saxons and Scandinavians, among others, have long understood what Change Management is. In these countries, a career path in CM leading to the position of Change Management Officer or member of the Executive Committee is entirely possible. Anyone who needs convincing of this has only to take a quick look at LinkedIn. Latin cultures such as ours in Belgium, France, Spain, are clearly lagging behind. In these cultures, Project Management and Change Management have been conflated. And in the best case scenario, CM is conceived of as a mix of communication and training. It certainly includes these aspects, but it is much more than that. CM is a structured and holistic approach that seeks to equip people and the organization as a whole with change management skills, thereby turning organizations into more agile and resilient structures capable of absorbing many complex changes at once. Any efficient framework for managing the change should significantly increase the number of people engaged in the transformation – the so-called critical mass – and accelerate the adoption speed of the new business model as well as the new working routines. It should finally improve team productivity within the new organization by stimulating mindset shifts and expected behaviors (Graph Copyright © Prosci).