As Prosci works with numerous clients tackling change management challenges, we spend time trying to understand:
Increasingly, clients are asking questions on how to spread change management throughout their organization. There is a growing recognition of the value of getting the entire organization to improve how it manages change.
Prosci has done considerable research and development on what we are calling Enterprise Change Management - or the building of an organizational change competency. Ultimately, organizations must begin setting themselves apart with their flexibility and durability - and taking on Enterprise Change Management is a critical step.
This tutorial presents several common concerns we hear from change implementers and practitioners. For each of the statements below, we will look at the potential consequences of addressing change management in an ad hoc manner. We will conclude the tutorial with Prosci's definition of and perspective on Enterprise Change Management.
In some organizations, enlightened project leaders have begun to adopt change management on the projects that they support. The problem occurs when there are numerous leaders utilizing a wide variety of approaches and tools. Some projects may not have any change management. Others may build only a communications plan. Still others might focus heavily on training but neglect the whole set of tools available to manage change.
This lack of consistent approach does not deliver the benefits that come from an organization-wide approach. There is also a danger of collision of multiple approaches, where a single leader or manager is hearing mixed messages from the different change management approaches being utilized.
Without a common language, it is hard to have meaningful conversations about change management. Sometimes, there is even confusion over what "change management" actually means. Even if different groups are applying change management, there is often confusion when there is no common language. What one group calls stakeholder management another might call the sponsor coalition. It is hard to problem solve and capitalize on lessons learned when different terminology is being used.
Benjamin Franklin is credited with the quote: "The definition of insanity is doing the same thing over and over and expecting different results." This statement holds true when thinking about change management. Many organizations have projects that failed because they neglected the people side of change. Observant leaders and project teams are beginning to recognize that it is the people side, not the technical side, that often derails a project. The "sane" step that many are taking is to bring change management into new projects, especially those with significant impact on the future of the organization.
Below are several tactics we have seen for bringing change management to an organization:
Each of the above tactics have their merits. However, to truly deploy change management in an organization someone must begin thinking about the deployment as a project that must be managed. Managing the project involves both a "technical" side - defining the desired future state and the set of tactics the organization can employ to reach that future state - and a "people" side - building support and buy in for applying change management.
Below is Prosci's ECM Deployment Strategy Map that is covered in the ECM Summit. The five elements of the Strategy Map are based on research Prosci has completed on deploying change management. The right approach is customized for your organization and the particular circumstances you face, but in planning the project of deploying change management each area must be addressed.
Tim Creasey is Prosci’s Chief Innovation Officer and a globally recognized leader in change management. His work forms the foundation of the largest body of knowledge in the world on managing the people side of change to deliver organizational results.