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What is change management?

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 from a project are actually adopted by the people who are affected.

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What is change management?

What is change management?

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

cio.com

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Key Ideas

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 from a project are actually adopted by the people who are affected.

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 the teamwork required for the enterprise accept the change and operate more efficiently.

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:  all organizations resist change to some degree.
  • Individual willingness to change: individuals must be willing to examine new information and adopt new behaviors and approaches.
  • Rewards and consequences: major changes need to be reinforced by rewards and consequences.

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 illogical.
  • Change management is a contact sport. The CM team needs to interact one on one with individuals who will need to change.
  • Cultural differences can make CM difficult
  • Change management can be started too early.

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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Continuous improvement

Continuous improvement

Is an ongoing effort to improve all elements of an organization - processes, tools, products, services, etc. 

It rests on the belief that a steady stream of improvements, diligent...

3 Practices for Continuous improvement

  • Performance transparency: it starts with making goals public and cascading those goals  in a way that is tailored to individuals at all levels of the organization.
  • Knowledge sharing: critical to scaling best practices across (and up and down) organizations.
  • Employee involvement: frontline employees are closest to the work and typically have the richest insights on how their work can be done better. Capturing their perspectives is critical.

Automation Is Here

Automation has a huge potential to change the nature of work, freeing up workers from tedious, repetitive, and precision work. Automation is a transformational change for owners, employees and...

Aim High

A thorough reassessment is required of how the company operates and how best to capture the impact of automation.

Companies who have just automated on the surface have had small and limited results that don't last. Companies that have understood and deployed the high-risk, high-reward proposition have completely transformed it's business offerings and have become market leaders. They have also redeployed the freed up workforce and provided additional services, even turning their competitors into customers.

Commit and Communicate

A joint effort of commitment and communication is essential for a thorough approach to automation and has to be led by top management.

Apart from IT, all stakeholder groups like HR, Operations, Business Units have to be engaged, and communicate consistently.

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