Change Management helps companies see things from a completely new perspective. A perspective that gives them new insights that help them move forward with their new project, venture or corporate initiative.
Regardless of the size of initiative being implemented, it usually requires individuals to change how they do their work, their thinking surrounding the work and/or their connection to the perceived value of their work. Thus, Change Management needs to be scaled to fit the scope and complexity of the new initiative.
Change management can take many forms and is tailored for each client initiative. In some cases, it may require improved corporate communications, while in others it may dictate new policies or procedures. However it is executed, effective, sustainable change in behaviour requires altering “thinking”, “feeling”, and “doing”.
Implementing successful change management requires an understanding of how the organization has managed change in the past. This insight helps build a change management plan that overcomes potential obstacles and integrates change efforts throughout the project lifecycle.
At Mark Longo, our methods for influencing change start with senior management and cascade throughout the organization. At the core, each and every interaction has to have purpose and we begin by seeing the events from each stakeholder’s perspective: employees, customers, suppliers, management team and so on.
Organizations implementing change management activities often seek to answer some of the following questions:
Some of the benefits organizations experience when engaging in change management activities include:
Making change happen and having it stick takes a great deal of Senior Management guidance, input and support. While the project team is busy building the new state, the management team must focus on guiding and reinforcing new behaviours while ensuring:
For many organizations, when change management is handled well, the result can be rejuvenating. Our experience is that change management can sometimes become limited to communications, feel good transition activities or management is not prepared to follow through on the necessary changes to the human resource elements. We find management teams are prepared and willing to deal with the planning process and I.T. aspects of change but have difficulty dealing with the intangible elements of changing behaviour. Often, even with the will to change, some management teams require training and support in setting the required new context for behaviour, as well as re-setting the ground rules and team environment to reinforce the new way of doing things.
“Over the lifecycle of this project, you have been invaluable in helping me to manage this project. I could put you in any department within our organization, any situation, and / or with any person and you would get what I needed done. You managed to help us organize and execute through writing and detailing some complicated specification, organize and structure a Quality Assurance Plan inclusive with appropriate test cases. Thank you for all your hard work, dedication and support.”
Sheila Calhoun, Vice President, Inventory Management & Traffic Services, Canwest Media Inc.