Change is happening in your organization. Every day, new initiatives and projects are launched. There is a common denominator for achieving the intended outcomes of your initiative: people. Change Management is the approach driving adoption and usage so that initiatives deliver expected results and outcomes. Here is why you need Change Management.
Every day, new initiatives and projects are launched to improve performance, increase profits, and enhance your competitive advantage. You could be implementing technology to enable a more mobile workforce, reengineering a process to ensure regulatory compliance or pursuing an enterprise-wide transformation around customer experience.
There is a common denominator for achieving the intended outcomes of your initiative: people. Your initiatives impact how individual people do their work: their processes, job roles, workflows, reporting structures, behaviors, mindset and even their identity within the organization.
Change Management is the approach driving adoption and usage so initiatives deliver expected results and outcomes. Here is why you need Change Management:
Discover WHAT is Change Management
Check out these foundational articles to learn the what and why of Change Management.
CMOs can take on different forms, ranging from highly centralised to completely decentralised. In-between hybrids are equally valuable options. Each format yields specific benefits, further summarised in the graph below:
Centralised: the CMO is located in a single place and is the sole provider of services for the whole organisation. If the organisation’s culture and formal structure is one of centralisation, this type of CMO is an obvious candidate. A stand-alone unit is also a good option if standardisation is what you are looking for. The allocation of resources, all managed through a unique touchpoint, is made flexible. < >: the CMO is more like a community of practitioners who may be found in each business line or entity. Resources irrigate the frontline in a direct manner. If the organisation is spread across different geographical locations, CM resources simply sit with them. With a certain level of organisational maturity comes a better and more optimal connection between each unit.
Written by
Vincent PIEDBOEUF
“We should shift our mindset from what we do to what we deliver. What we do is those activities that generate engagement. What we deliver is ROI and the ability to change as an organization”.
Tim Creasey, PROSCI’s Chief Innovation Officer.
Written by
Vincent Halluent
Like it or not, we live in a very fast-changing world. Factors driving organizational changes can be either external or internal. High volatility and rapid fluctuation are powerful market trends in a context of digitalization and uberization. Organizations are striving not only to adapt but also to improve performance and maximize customer value. Doing more with less has been the motto for the last years, one that comes with substantial challenges as it puts additional strain on collaborators.
Stepping into the unknown and getting everyone on board is not an easy task. Uncertainty breeds anxiety and resistance. Left unanswered, this issue translates into even more risks and costs. Resistance is often cited as one of the top obstacles to project success. A compelling message clearly stating the reasons why the organization has to change may pave the way to success. Storytelling is part of the journey.
Crafting a compelling message.
Of course, not one situation is exactly the same as the other. There is no one-size-fits-all solution for a given organization to become more responsive and maintain its competitive edge in an ever-changing landscape. But whatever the drivers for change and the unique characteristics of the transformational challenges at stake – that is to say, your “why” –, a good communication plan is a key element of the transition.
Written by
Luc De Jaeger
