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What is change management?

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https://www.cio.com/article/2439314/change-management-change-management-definition-and-solutions.html

cio.com

What is change management?
In modern IT, change management has many different guises. Project managers view change management as the process used to obtain approval for changes to the scope, timeline, or budget of a project. Infrastructure professionals consider change management to be the process for approving, testing, and installing a new piece of equipment, a cloud instance, or a new release of an application.

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Organizational change management (OCM)

It refers to any event or program an enterprise undertakes that causes major disruption to daily operations.

Organizational change management ensures that the new processes resulting f...

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Benefits of change management

Change management reduces the risk that a new system or other change will be rejected by the enterprise.

By itself, it does not reduce costs or increase sales. Instead, it increases th...

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Requirements for change management success

  • The right executive sponsor: responsible for developing the case for change and obtaining the necessary OCM resources.
  • Cultural willingness to adapt and change: ...

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What makes change management difficult

  • It takes a great deal of time to change attitudes and behaviors.
  • Change management is not deterministic. Unlike computer programs, people can be unpredictable and illogi...

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SIMILAR ARTICLES & IDEAS:

Leo Tolstoy

“Everyone thinks of changing the world, but no one thinks of changing himself.”

Leo Tolstoy

About change

Organizations don’t change. People change. Many companies move to change systems and structures and create new policies and processes but fail to address the underlying mind-sets and capabilities of the people who will execute it.

A new strategy will fall short of its potential if they fail to address the mental attitude because people on the ground tend to continue to behave as they did before.

Looking both ways

Companies that only look outward in the process of organizational change, and dismiss individual learning and adaptation make two common mistakes:

  • They focus solely on business outcomes and fail to appreciate that people will have to adapt to implement it.
  • They focus too much on developing skills. 

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Hackathon

... is a term used in reference to innovation jams and describes an event that pools eager entrepreneurs and software developers into a confined space for a day or two and challenges them to inn...

A Good 24-hour Hackathon

  • Centers on the customer process or journey and supports a clear business target.
  • Involves employees from all relevant areas to find different ways of working a problem. 
  • Challenge participants to reimagine an existing method to try to find the most efficient way to improve the customer experience.
  • Sessions start with ideas but end with a working prototype.
  • Output includes a clear development path that highlights all the steps needed to accelerate production and implementation.
  • The hackathon concludes with a presentation to senior leaders, including a real-life demonstration of the new prototype and a roadmap of IT and other capabilities needed to bring the final version to market.
  • Once the teams agree on what to do, those responsible for execution create a virtual model that the group vets, refines and re-releases in continual cycles until the new process or app meets the desired experience criteria.
  • Management prevents the dissipation of enthusiasm and energy created on the hackathon by placing new processes to sustain it. 

Why Change Is So Hard

Changing is necessary and takes energy but our brains tend to try to conserve energy as much as possible. So we have mental biases that influence our behaviors and make us shy away from opportun...

Make Change a Team Effort

 “Role Modelling” is one of the main factors behind successful change in organizations and consists of inspiring change by example.

While leadership will ultimately give you sign-off, the rest of the team will determine its success. So in an organizational setting, you must convince everyone of the necessity of change. 

Know Who You’re Dealing With

In a collection of individuals, one bad seed can kill all the hard work you’re putting in. You must understand who you are working with so you can tailor your message and actions so no one becomes a bad seed. To do this, sort your team in the following categories:

  • Fast Yes: those on your team and ready to work to implement the change.
  • Slow Yes: slightly skeptical but still open and can see the value in what you’re doing.
  • Fast No: quick to dismiss change but clarity and decisiveness can change that and turn them into strong supporters.
  • Slow No: look like they can be persuaded but have already decided against you and will stall and undermine. Here, convincing by example is the best route.

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