Creating a new organization, designing new work processes, and implementing new technologies may never see their full potential if you don't bring your people along. That's because financial success depends on how thoroughly individuals in the organization embrace the change. Change management is the application of a structured process and set of tools for leading the people side of change to achieve a desired outcome.
Ultimately, change management focuses on how to help people engage, adopt and use a change in their day-to-day work. The change management process enables practitioners within organizations to leverage and scale the change management activities that help impacted individuals and groups move through their transitions. The Prosci Methodology includes a robust, research-based process called the Prosci 3-Phase Process :.
During Phase 2 — Manage Change , we ask and answer:. And during Phase 3 — Sustain Outcomes , we ask and answer:. At the organizational level, change management is a leadership competency for enabling change within an organization. It is also a strategic capability designed to increase the change capacity and responsiveness of the organization. For senior leaders, change management competency means being able to lead change for the organization, including being an effective sponsor of change and demonstrating commitment to the change, both individually and organizationally.
For people managers working with front-line employees, competency relates to effectively coaching direct reports through their c hange journeys. Although competency varies according your relationship to change, organizations are more effective and successful when they build change management competencies throughout their ranks.
Change management is not just communication and training. Nor is it simply managing resistance. Effective change management follows a structured process and employs a holistic set of tools to drive successful individual and organizational change. Communication Planning.
Repetition is key. Every time you communicate, remember to take the following variables into account: The audience The message The timing We recommend developing a cohesive change management communication plan, or ERP communication plan, that specifies how you will address change with different members of your organization, including employees, managers and executives. Sponsorship Roadmaps.
Resistance Management. Ongoing Employee Feedback. Change Reinforcement. Results Management. An Expert Approach to Change Management. ERP Implementation. Business Process Management. Change Management.
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Develop implementation plan including metrics. Implement the change—in stages, if possible. Collect and analyze data. Quantify gaps and understand resistance. Modify the plan as needed and loop back to the implementation step. Transforming organizational culture requires leadership from the top.
Fundamental changes to existing processes may require a significant upfront investment both in terms of time and money. According to the organization, leadership participation is the number one contributor to a successful change management plan.
Sponsorship should align with the size and scope of the proposed change, organization size and structure, and level of impact on workflows and employee responsibilities.
This group can be used to communicate directly with employees and create a sense of transparency and psychological safety during the transition. According to Gartner , effective change requires clear, consistent messaging, access to information and supporting resources. Your communication plans should empower employee-decision making, put new strategies into context, and explain the impact of the change on all aspects of the job.
Chances are, this will be your biggest challenge, as change tends to scare people. In the context of software development, it makes the most sense for the development team to lead the charge while working closely with others impacted by the change—C-suite, product managers, etc.
Abel Gonzalez Garcia recommends holding regular check-ins after that initial discussion. It allows all stakeholders to be better informed. Examples include profits vs. Factors like seniority, experience, corporate norms, hierarchies, and a lack of organizational alignment also need to be addressed.
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