When the people side of change is ignored or poorly managed, the project and the organization take on additional costs and risks. From this perspective, effective change management is a cost avoidance technique and risk mitigation tactic. Read on to find out what types of costs and risks you can help your organization avoid by applying change management.
Each of us has been a part of a change that was poorly managed - either as the offender or as the victim. When projects and initiatives are mismanaged from the "people side" of change perspective, results and outcomes are not achieved. We know from experience that the individual changes that culminate in organizational change do not take place. We know that we have a lower likelihood of meeting objectives, finishing on time and finishing on budget. And we know that speed of adoption will be slower, ultimate utilization will be lower and proficiency will be less - all dragging down the expected returns.
There are two more perspectives to add to the discussion about the impact of not managing change effectively: costs and risks. These perspectives play out on two levels - the project level and the organizational level. While some of these costs and risks may seem "soft," many of them are quantifiable and can have a significant impact on financial performance - both of the project and of the organization as a whole.
Project-level impacts are related directly to the specific project or initiative that is not utilizing change management. These projects can impact tools, technologies, processes, reporting structures and job roles. They can result from strategic planning, internal stimuli such as performance issues, external stimuli such as regulation or competitive threats, or demands by customers and suppliers. The initiatives may be formalized as projects with project managers, budgets, schedules, etc., or they may be informal in nature but still impact how people do their jobs.
While these projects can take on a number of different forms, the fact remains that ignoring or mismanaging the people side of change has real consequences for project performance. Below are some examples of the costs and risks at a project level when we do not manage the people side of change.
When change management is applied effectively, we can prevent or avoid costs and mitigate risks tied to how individual employees adopt and utilize a change.
The organizational level is a step above the project-level impacts. These costs and risks are felt not only by the project team, but by the organization as a whole. Many of these impacts extend well beyond the lifecycle of a given project. When valuable employees leave the organization, the costs are severe. A legacy of failed change presents a significant and ever-present backdrop that all future changes will encounter.
The organizational costs and risks of poorly managing change include:
Applying change management effectively on a particular project or initiative allows you to avoid organizational costs and risks which last well beyond the life of the project.
There is one final dimension of costs and risks to consider, beyond the project and organizational impacts. When we try to introduce a change without using effective change management, we are much less likely to implement the change and fully realize the expected results and outcomes. This final dimension provides answers to the question: what if the change is not fully implemented?
If the change does not deliver the results and outcomes - in large part because we ignored the people side of change - there are additional costs and risks.
This tutorial presented another approach for making the case for change management. Instead of focusing on the "up side" of applying change management effectively on a project or initiative, the line of thinking here related to the costs and risks of ignoring or poorly managing change.
Communicating the impact of change management, or lack thereof, in terms of costs and risks can be a powerful approach if these are prevailing concepts for your organization or your audiences.
Positioning change management as a cost avoidance technique or a risk mitigation tactic can be an effective approach to sharing the value of change management and gaining support for assigning the time, energy and resources to managing the people side of change.
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.
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