Our thoughts, views, and experiences
If you’re finding that your enterprise change programs and projects aren’t achieving their stated return on investment, your business benefits aren’t fully realized and these programs are frequently not delivering on scope, on budget or on time, you’re likely lacking strong organizational change management (OCM) support.
OCM can be a strategic advantage for organizations in today’s rapidly changing world. It ensures your programs and projects deliver as planned on budget and on time. OCM is similar to project management except that it focuses on managing the people and cultural side of change.
OCM practitioners partner with your key sponsors (leaders) and your program / project managers to map out strategies to ensure the best business solutions are developed, embraced, adopted and ultimately implemented. They take both internal and external stakeholders on an engaging program journey that deliver the results you need while respecting your corporate culture.
OCM practitioners develop sponsorship roadmaps that provide support to your leaders. These plans ensure that they are well positioned to champion change transformations with active, visible and consistent leadership actions over the course of the program. With this ongoing support, leaders are prepared to personally engage and directly communicate with employees and other key stakeholders and effectively manage and mitigate resistance. OCM practitioners and the roadmaps assist leaders in making timely, well informed decisions and prevent obstacles from derailing the program.
OCM practitioners also partner with program and project managers to ensure that your impacted internal and external stakeholders are well informed and engaged. They make them part of the change versus feeling that the change is being done to them. OCM practitioners keep the program team and project managers focused on the big picture as outlined and signed off in the business case. OCM practitioners also engage key stakeholders from across all impacted areas of the business with super users and subject matter experts, so the project solution developed meets the needs of the business and is tested, vetted and bought in by the business.
Without a strong partnership between OCM practitioners, program/project managers and leaders, your programs are likely to miss the mark and not completely deliver scope. As well, your corporate culture, employee morale and productivity can take a hit, as lack of clarity on what’s changing and how it will change can lead to increased confusion, less focus, disengagement, increased stress, absenteeism and turnover. If the people side of change is not properly managed the new ways of working may not be fully adopted and ultimately fail.
Some people think that OCM, and the soft skills that encompass it, are the ‘easy stuff’, but often it’s the hard stuff for most organizations and makes the difference between project success and failure. Organizational change management done well enables a transition from a current state to a future state, where stakeholders are prepared and ready to embrace the change and the business case is successfully delivered.