Organizational change management has strong role in business transformation, benefits realization and strategy execution.
Change management vs. change leadership: Although they are more often being used interchangeably at times, change management and change leadership have distinctions. Is the organization seeking change management (communications and training) or change leadership (achievement of business benefits)? Be mindful of this difference as it will also demonstrate the maturity of the organization in change. Change leadership and sponsorship is critical to driving strategy and adoption. Combined with that, change management is focused on execution, resistance management and adoption leading to the realization of intended business results. Both should come into discussions when planning strategic direction and initiatives for the company. Change leadership or sponsorship is critical to driving strategy and adoption. Combined with that, change management is focused on execution, resistance management and adoption leading to the realization of intended business results. Both should come into discussions when planning strategic direction and initiatives for the company.
The role of sponsorship should be addressed: A great sponsor can overcome organizational issues, particularly early in the maturity. Where are the key influencers in the organization? Not the influencers by nature of title, but those who have strong relationships, with the nature of which create and maintain cross functional trust, transparency, action and results. Identifying motivators, behaviours and emotional intelligence competencies with assessment tools assists in identifying them. If they happen to be senior leaders regardless of the functional leadership role even better. Trust is a key determinant of success. If you are starting to build change as ongoing capability in the organization, where you can receive the strongest sponsorship. the strong sponsor is more important than the correct functional alignment.
-Where does synergistic attainment of organizational goals and superior returns on investment occur?
-What is the expectation from change management?
-If the desire is to make an enterprise wide impact, it needs to be integrated at the right level as well, in addition to functional area.
-Culture will play a role too. Hierarchical organizations require more structure to stand up and operate the change function, while more "network like" organizations may allow for a more consultative structure.
Organizational Change Management needs to be treated as strategic function: Because organizational change becomes common practice within an organization, it needs to be treated as a strategic function to reach its full advantage: Alignment with organizational design, enterprise architecture and program office functions is ultimately where you need to be to really make a difference. From the organizational capability perspective, organizational change management has strong role in business transformation, benefits realization and strategy execution. However, not all organizations operate at this level. Therefore, the overall organizational maturity, but also maturity of other functions in the organization, will be a key factor in where organizational change management best fits. Where the organizational change management function resides can be also managed and addressed as its maturity progresses in the organization. With time and increased understanding of OCM, there is an acknowledgement that the best fit for OCM is at the strategic level. Though it will take some time due to the maturity of the organization, It is important for integrating OCM into strategic level processes and practices.
Organizational culture is a critical factor to consider: Because the values, norms and ability to adapt with an "and" versus an "or" perspective in many transformational efforts have made the difference between success and failure!! Demographics matter. Listening to stakeholders who are impacted is critical, the change readiness assessment, stakeholder analysis and data gathering tools and techniques is the critical success factor. Applying lessons learned is a key determinant of success. The great success is achieved in organizations where the responsibility and accountability for organizational change management remit is assigned to the change champions and change agents; they are highly skilled content and business experts with traditional hard skills and people with traditional organizational development or soft experts. These individuals often exceed the goals of the initiative, and they set the foundation for culture of change and sustainability.
Regardless where it resides, Organizational Change Management needs to be treated as a strategic function, well integrated with IT, HR, governance, and other strategic level processes and practices, and plays even more critical role in digital transformation.