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5 Pillars Needed to Build a Change Management Core Competency

There are many ways an organization can build a change management core competency. But from our experience, we’ve found organizations find the most success by following five specific steps. We call it the “five pillars” of building a change management core competency. Which of these five pillars do you do best and where do you see opportunities for improvement?

  1. Build a common change management model and methodology. A common change management platform, tool set and language are required. While the model and methodology can and should be adapted to your organization’s existing processes (e.g., Six Sigma), it needs to be consistent enterprise-wide.
  2. Support internal organizational change agents, consultants and facilitators. It’s common for an organization to have a centralized place for change resources – within functions or business units, depending on corporate staff resources. Regardless of the approach you chose – or is currently set up in your organization – it’s critical to develop and support the change agents, consultants and facilitators that will help with the change. Some companies are even creating full-time roles and career paths for these facilitators.
  3. Ensure a well-positioned, functional and visible CMO/PMO infrastructure. Having a well oiled change and project management office provides organizations with the resources to manage multiple, simultaneous changes, and helps assure that various projects fit together from a timing, sequencing and scope perspective.
  4. Secure skilled and capable management as sponsors and leaders of change. It is not enough to be committed to change management. Leaders have to be able to give evidence of this commitment through their actions and communications. Few leaders advance to their levels by being great change agents. For many, the sponsorship skill set may be something new.
  5. Establish change management as a discipline that is part of every change project. Institutionalization of change management requires a cultural shift. And the cultural shift requires that it’s part of every project every time. It doesn’t happen by declaring it, but assuring that the discipline is practiced and learned so that it eventually becomes second nature.

Download our free eBook 5 Must-Do Tips for Effective Change Management to learn more about successful change management.
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Rick Rothermel

Rick is CEO and Director of Consulting Services at LaMarsh Global. He is a change management expert, thought leader and entrepreneur and has served as a founding member of the Board of Directors of ACMP. Rick’s previous experience includes Chief Learning Officer at Michigan Virtual University, Executive Vice President of e-Learning at Global Dynamics and Director of North American Education, Training and Development at Ford. Connect with Rick on LinkedIn here.

Comments (1)
  1. Vasudeavn Alasingachar says:

    Dear Rick,
    Thanks for the trigger. I am a change management and OD practitoner, researcher, innovator and student since 1968, mostly in India. My world view about change in general and change in and for Corporate life in particular is that Change has to be managed in Corporate while ‘changing scenarios ‘ in society, enivironment and geo politics manages our consciousness as human beings every moment of our lives.
    Sometimes I think, ‘change management ‘ is a myth. Reason world dynamics is moving to self managing collaborations. and most contexts that call for change management find a self managing adaptive solutions to survive.
    Yes the 5 pillars you claim have a role in sustaining the fundamentals on which the edifice stands.
    I wish you could visit India to write another book on CM.
    Good luck.
    Vasu.

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