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   Q: How much rigor do we need to put into governance? A: It is important to understand that governance can and should be in place for both individual changes and the portfolio of the organization's strategic initiatives. At both of these levels some organizations have an existing governance system and it will seem natural to integrate change management into that structure. In other cases, the task is to implement not only the change management aspects, but also the basic governance structure, roles and behavior. Look to see if your organization has a governance structure already and at what level, and then assess the gaps you will need to fill for an effective governance system for your change or portfolio of changes. Q: How can we ensure governance is taken seriously? A: It is not surprising that establishing effective governance may be a significant change for some organizations. People who resist may do so because they aren't convinced why, and they may not understand what to do or how to do it. Arm yourself with facts and figures for sponsors, change agents, project managers and targets of change so they can see—and you can work through—the barriers to success. For example, it may be beneficial for a sponsor that must embrace governance practices to see historical data so he or she can understand how things have operated in the past (both positive and/or negative results). Perhaps there are structural, process or cultural issues that targets need to be aware of so they can add the required change management governance to the way in which production, service delivery and/or product development is managed, measured, communicated and rewarded currently. Become a "Case for Change" subscriber and receive e-mail alerts whenever we publish future issues. Next article >> Newsletter home page >> |
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