Greatest Contributor to Change Management Programs?

Posted by: Emmanuelle Blons 5 May 10 - 12:29PM | Emmanuelle Blons

What is the single greatest contributor to the success of your change management program?

1. Active and visible executive sponsorship

2. Frequent and open communications around the need for change

3. Structured change management approach

4. Dedicated resources and funding for change management

5. Employee engagement and participation

Agree or Disagree with my top five? What is your top five?

Image : Flickr, you can’t stop Change, Midtownsky.

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Emmanuelle I think your 5 points are spot on once you have a reason for change which is what the business case provides. Of course once you have a reason not everybody is going to be happy about it but at this point you at least avoid the 'why are you doing this?" type of question and it is just a matter of stakeholder management and having a good communication plan all backed up by clear commitment of the management that makes the change work How structures all of this needs to be it depends on the complexity of the change and the size of the audience So top list 1. Having a good business case 2. Stakeholder management 3. Communication strategy 4. Executive and management support 5. Consultants that have done this before and can tailor the best framework to the situation

Posted by: Jack Sparrow, Date 27 May 2010, 01:52PM

Dear Omar, Thanks for your question : “How do you justify the time and resource required to bring the required change” . You may find your answer in my last post… Mainly, I would answer that by successfully managing the changes you can accelerate the delivery of business benefits and optimize overall business performance. And, as we know, cash is king and Business performance is driving cash….I hope this reply to your question...

Posted by: Emmanuelle, Date 27 May 2010, 06:21AM

Dear Jack ( or should I call you Johnny ;-)) I thank you for your comment. I fully agree with you. Any change happens because there is a business benefits expected and a strong business case has been build up and validated at the highest level. Nevertheless, it is not so easy to say that Nobody can go against the interest of the business… In big organization, some changes will bring benefits at a Group level, but locally could bring lay off, lost of power … In the case of off shoring for example. So, it is our job, as change manager, to bring each level of the organization to a level of understand and awareness that encompasses a group vision and not only a local one. In a way, we have to be “Glocal”: Change at a global level and communicate at a local level…

Posted by: Emmanuelle, Date 27 May 2010, 06:30AM

First of all a change program only exist because a business wants to achieve benefits It follows that the most important asset to drive any change is a valid business case When you have one everybody is automatically aligned as nobody can actually act against the interest of the business. Unfortunately many projects either lack or do not communicate their business case to the organisation. No suprise it is then so hard to achieve anything as those that do whay they are told without any questioning are usually called robots

Posted by: Jack Sparrow, Date 10 May 2010, 08:21AM

Hi Emmanuelle, here are my top 5 Buy-in – do we agree that change is necessary or the solution? The instruction must come top to bottom. Empowerment – do we have the necessary authority to make the change Understanding of the impact of change – changing end to end business processes, the skillset of personnel, personnel themselves Empathy – towards the client Strategy – is the end goal feasible, the plan and resources available The target and how we will achieve it must be clear. The question I would raise, is how do you justify the time and resource required to bring the required change? Omar Sharif (SAP Mafia)

Posted by: Omar Sharif, Date 05 May 2010, 01:47PM

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