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Research shows that
problems with the people
dimension of change is the
most commonly cited reason
for project failures. In a
study with 248 companies,
effective change
management with employees
was listed as one of the
top-three overall success
factors for the project.
Helping managers be
effective sponsors of change
was considered the most
critical success factor
overall.
problems with the people
dimension of change is the
most commonly cited reason
for project failures. In a
study with 248 companies,
effective change
management with employees
was listed as one of the
top-three overall success
factors for the project.
Helping managers be
effective sponsors of change
was considered the most
critical success factor
overall.
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Introduction
Closing the gap between the Present State of the organisation (where it is now) and its desired Future State (where
it needs to be) requires the initiatives determined through the strategic planning process to be progressed. These
initiatives can vary from establishing a new business unit, through to re-launching a product or building a new
asset, The initiatives typically have “hard” and “soft” elements.
it needs to be) requires the initiatives determined through the strategic planning process to be progressed. These
initiatives can vary from establishing a new business unit, through to re-launching a product or building a new
asset, The initiatives typically have “hard” and “soft” elements.
The “hard” elements relate to the introduction of alternative business processes, new products etc which are
reasonably tangible in their format.
reasonably tangible in their format.
The “soft” elements relate to the less tangible individual perceptions
of stakeholders and the style and shared values of the organisation
as a whole. Stakeholders include customers, employees, investors
and suppliers. Individuals react and cope with change in differing
ways.
of stakeholders and the style and shared values of the organisation
as a whole. Stakeholders include customers, employees, investors
and suppliers. Individuals react and cope with change in differing
ways.
Das Management Services uses proven techniques to address
the stakeholder issues of organisational change management within
a framework of complementary Programme Management techniques
that also progress the hard elements. These techniques ensure that
overall the changes are completed on time and within budget, and
that the planned benefits are delivered.
the stakeholder issues of organisational change management within
a framework of complementary Programme Management techniques
that also progress the hard elements. These techniques ensure that
overall the changes are completed on time and within budget, and
that the planned benefits are delivered.
Without commitment and overcoming resistance to change from stakeholders strategic initiatives may not deliver
their full benefits. Many organisations learn the hard way through failed programmes. They learn that change
management is not something addressed after the fact. Change management must start at the beginning of the
project and be integrated into all activities.
their full benefits. Many organisations learn the hard way through failed programmes. They learn that change
management is not something addressed after the fact. Change management must start at the beginning of the
project and be integrated into all activities.
There are two facets to change, the top-down organisational view and the bottom-up employee’s view, creating two
distinct challenges for managing change which need to be recognised.
distinct challenges for managing change which need to be recognised.
Organisational change management is the perspective of
business leadership from the top looking down into the
organisation. The focus is around broad change management
practices and skills that will help the organisation understand,
accept and support the needed business change. The
emphasis is on communications, training and the overall culture
or value system of the organisation. The manager’s perspective
on change is results orientated.
business leadership from the top looking down into the
organisation. The focus is around broad change management
practices and skills that will help the organisation understand,
accept and support the needed business change. The
emphasis is on communications, training and the overall culture
or value system of the organisation. The manager’s perspective
on change is results orientated.
Overview
Individual change management is the management of change
from the perspective of the employees. They are the ones who
ultimately must implement the change. The focus for individual
change management is around the tools and techniques to
from the perspective of the employees. They are the ones who
ultimately must implement the change. The focus for individual
change management is around the tools and techniques to
help employees through the transition. Managers and supervisors must provide the coaching required to help
individuals understand their role and the decisions they make in the change process. The employees’ perspective
on change is “What will this change mean to me?”
individuals understand their role and the decisions they make in the change process. The employees’ perspective
on change is “What will this change mean to me?”
Change Management Process
A number of useful models have been developed to describe the process of understanding and managing change.
Each stage of a typical model acknowledges a key principle relating to people's response and approach to change,
in which people see, feel and then change. The approaches for such a learning organisation can be summarised
as:
Each stage of a typical model acknowledges a key principle relating to people's response and approach to change,
in which people see, feel and then change. The approaches for such a learning organisation can be summarised
as:
There are many similarities between programme management and
change management (both are used to implement successful
programmes, both use a process, both use a set of prescribed
tools), but there is one major difference:
change management (both are used to implement successful
programmes, both use a process, both use a set of prescribed
tools), but there is one major difference:
In the case of programme management, the processes and tools
are applied by a person working on the programme team called
the 'Sponsor' or 'Programme Manager'..
are applied by a person working on the programme team called
the 'Sponsor' or 'Programme Manager'..
In the case of change or transition management, the processes
and tools are applied by key individuals in the organisation
including executive sponsors, managers and supervisors,
employees and the change management team. The change
management team is the architect of the change management
plans, but they are not the "actors." The change management
team enables the other actors required for successful change
management.
and tools are applied by key individuals in the organisation
including executive sponsors, managers and supervisors,
employees and the change management team. The change
management team is the architect of the change management
plans, but they are not the "actors." The change management
team enables the other actors required for successful change
management.
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Change Management & Programme Management
Enterprise Change Management
Enterprise Change Management is the deployment of change management or the building of change management
competencies across the entire organisation. In essence, it is ensuring that change management is undertaken
effectively on all projects and changes in the organisation. Enterprise Change Management consists of three
elements - a common set of processes and tools for managing change; a leadership competency at all levels of the
organisation; and a strategic capability that enables the organisation to be flexible, change ready and responsive to
market place changes.
competencies across the entire organisation. In essence, it is ensuring that change management is undertaken
effectively on all projects and changes in the organisation. Enterprise Change Management consists of three
elements - a common set of processes and tools for managing change; a leadership competency at all levels of the
organisation; and a strategic capability that enables the organisation to be flexible, change ready and responsive to
market place changes.
Capabilities
Das Management Services is able to assist organisations during the three phases of change – preparing for
change, managing the change, and reinforcing the change. We can facilitate the organisational development of a
process for a specific change management initiative or advise on how change should be approached across the
enterprise to reflect its own particular style and culture. We can act as the Programme Manager of the change
initiative or coach the change management team.
change, managing the change, and reinforcing the change. We can facilitate the organisational development of a
process for a specific change management initiative or advise on how change should be approached across the
enterprise to reflect its own particular style and culture. We can act as the Programme Manager of the change
initiative or coach the change management team.
The need for change should be linked to the achievement of an organisation’s strategy. Change is undertaken to
close a gap identified during the strategic planning and business planning processes – refer Strategic Planning
web page. The need for change and the intended benefits should be documented together with the plans for
communication, sponsorship, training and coaching, and resistance management. We believe it is critical for the
Client to take ownership for the initial definition of the change and the subsequent refining of the plans. We take an
impartial objective viewpoint providing expertise in identifying practical solutions for each of the planning elements
and looking to ensure that information is presented in a manner that can be readily communicated. There are many
similarities between change management and programme management in undertaking a process in a systematic
manner – refer Programme Management web page.
close a gap identified during the strategic planning and business planning processes – refer Strategic Planning
web page. The need for change and the intended benefits should be documented together with the plans for
communication, sponsorship, training and coaching, and resistance management. We believe it is critical for the
Client to take ownership for the initial definition of the change and the subsequent refining of the plans. We take an
impartial objective viewpoint providing expertise in identifying practical solutions for each of the planning elements
and looking to ensure that information is presented in a manner that can be readily communicated. There are many
similarities between change management and programme management in undertaking a process in a systematic
manner – refer Programme Management web page.
Major change initiatives require the visible support of executive
management. However executive management may not be in position to
coordinate the necessary Client business activities needed in
undertaking the initiative and thus it is important that a Change Agent is
appointed by the Client. In some organisations the executive and senior
management may benefit from increased awareness of the change
management process and we are able to act as coaches and mentors.
On particular programmes our associates are able to act in the capacity
of Change Agent.
management. However executive management may not be in position to
coordinate the necessary Client business activities needed in
undertaking the initiative and thus it is important that a Change Agent is
appointed by the Client. In some organisations the executive and senior
management may benefit from increased awareness of the change
management process and we are able to act as coaches and mentors.
On particular programmes our associates are able to act in the capacity
of Change Agent.
We facilitate communication and team building workshops. For the latter
we work with both management and employees prior to the event to
understand the underlying issues so as to tailor the activities and set
we work with both management and employees prior to the event to
understand the underlying issues so as to tailor the activities and set
As initiatives progress, it is important at certain points to assess whether the planned change will be fully delivered
and within the planned timescales. Das Management Services can undertake impartial objective reviews and
where necessary recommend amendments to the adopted approach. We also coordinate and facilitate workshops
and interviews after the notional completion to verify the changes are being sustained and to document key lessons
for systematic incorporation in future initiatives.
and within the planned timescales. Das Management Services can undertake impartial objective reviews and
where necessary recommend amendments to the adopted approach. We also coordinate and facilitate workshops
and interviews after the notional completion to verify the changes are being sustained and to document key lessons
for systematic incorporation in future initiatives.
clear measurable objectives for the workshop and follow-up interaction. Depending on the circumstances we use a
mix of “classroom” discussions, practical exercises and post event de-briefs to reinforce the learning points. At an
individual level we can develop role competency structures and the supporting systems and can provide guidance
and coaching on skills.
mix of “classroom” discussions, practical exercises and post event de-briefs to reinforce the learning points. At an
individual level we can develop role competency structures and the supporting systems and can provide guidance
and coaching on skills.
Page Last Update 09.12.08 - All Rights Reserved Das Management Services SRL 2007 - Management Consultancy - Romania
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