Every day, new initiatives and projects are launched. There is a common denominator for achieving your initiatives' intended outcomes: people. Because Organisations do not change. People do. If these individuals are unsuccessful in their personal transitions, the initiative will fail if they don't embrace and learn a new way of working. If employees embrace and adopt the initiative's changes, it will deliver the expected results.
Organisations do not change, people do!
Volatility, uncertainty, complexity and ambiguity are the main features of a modern environment where changes are more transversal, accelerating, multiplying and overlapping.
Saturation to change is an increasingly frequent problem and agility is becoming a survival skill.
Managing uncertainty means all too often - and for far too many organisations - managing the emergency by favouring a case-by-case approach.
On the contrary, a true Change Management system implies a structured and holistic approach, capable of giving centrality to the real agents of change: Employees.
Any change inevitably has consequences for the organisation. Organisations do not change, it is the individuals who change. Their roles, their workflows, the processes they are involved in, their reporting structures, their behaviour, their mentality and even their identity within the organisation are impacted. A transition is therefore necessary.
If they fail in their personal transition, if they do not learn or adapt to new ways of working, the change will be a failure. The success of the Change is therefore unquestionably dependent on the employees' ability to adopt the required change. This is the founding principle of Change Management. It prepares the organisation, at all levels, to absorb more change, faster, and helps it to maximise and sustain results, whether in terms of improved performance, increased profits or competitive advantage.
Change Management is therefore the approach that stimulates adoption in order to achieve the desired results and effects of Change, which depends to a large extent on its human component.
An early dialogue between Change Management and project management is a guarantee of success.
It is estimated that the chances of achieving the objectives set are then multiplied by six.
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Gone are the days when you had to rethink your organisation and make big changes every 36 months. Today, these changes are much more frequent and complex. More specifically, organisations are constantly facing changes that are faster, more complex, more interdependent and more cross-functional than ever before, and it is in these cases that Change Management is practiced.
Implementing Change Management involves several practices for an organisation.
It must develop its capacity to adapt to a multitude of internal changes, sometimes occurring simultaneously. To go even further, obtaining visible and quality results on multiple changes enables an organisation to achieve its strategic vision and flourish in the current changing climate.
All too often, organisational changes meet requirements without delivering expected results.
They provide the necessary outputs without paying on expected outcomes.
The focus of the change effort is on the solution rather than on the solution's benefits.
The gap between requirements and results, between outputs and outcomes, between solutions and benefits is the people who bring the change to life in their day-to-day work.
Change Management enables the closing of this gap by effectively supporting and equipping those impacted by a change to bring it to life in how they work.
Changes in organisations are undertaken to improve performance.
Some of that improvement comes from just installing the solution.
However, much of the benefit and expected gain is tied to people changing how they do their jobs.
That number is commonly in the 80% to 100% range for critical projects.
Change Management focuses on helping people change how they do their jobs, capturing the adoption contribution and the people-dependent portion of project ROI.
The data is abundantly clear. The better we apply Change Management, the more likely we will deliver on project objectives. Prosci’s correlation data from over 2,000 data points and eighteen years show that initiatives with excellent Change Management are six times more likely to meet goals than those with poor Change Management.
By only moving from “poor” to “fair,” Change Management increases the likelihood of meeting objectives three-fold.
McKinsey data also shows that the ROI captured from excellent Change Management is significantly more than from poor Change Management.
