All change introduces discomfort. Change management smooths the path of change, making your transformation efficient and effective.
In my experience change teams, whether in-house or external, overestimate:
- the extent of buy-in to the change
- the time the business can spare to take part in change activities
- the interest people have in who else has made the change
At the same time, they underestimate:
- the amount of preparation required
- the support people need before the change
- the support people need after the change
And IT change tends to come with or cause business change, which compounds the difficulties of any transition.
Change management resolves these issues and brings genuine value to your project. In particular, it:
- Focuses your project team on sustainable outcomes and the delivery of business benefits.
- – Giving those who know the ins and outs of your organisation a voice at the table.
- Engages with the business team to identify risks and potential treatments.
- – Strengthening your plans and future state.
- Organises activities with the business team to maximise their inputs.
- – For example, collecting ‘as-is’ information (discovery) with cost-effective, high-quality results.
- Delivers strong, meaningful communications to give context to the change.
- – Improving support for the transition.
- Analyses impact and designs solutions, from sourcing training to working with HR.
- – Getting everyone through the change in one piece.
In large projects, the Change Manager acts as a cog between the project and the business. In smaller organisations, she draws attention to the human part of change. With the result of minimising disruption, reducing project costs and decreasing the costs of poor quality.
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