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   Building a Change Management Core Competency We have developed "five pillars" upon which any organization can build their change management core competency. We call it the Institutionalization of Managed Change™. A common change management model and methodology A common change management platform, tool set and language are required. Some organizations will bring in "experts" with various change management backgrounds, causing confusion in language and making resource changes a challenge. While the model and methodology can and should be adapted to an organization's existing processes (e.g., Six Sigma), it needs to be consistent enterprise-wide. Internal organizational change agents, consultants, facilitators Some organizations establish a Shared Service approach where resources are centralized. Some create a "center of expertise" with resources residing in functions or business units and supported with a limited corporate staff. Whichever approach is chosen, it is critical to develop and support the change agents, consultants and facilitators. For companies committed to institutionalization, these are becoming full-time roles and career paths. A well-positioned, functional and visible CMO/PMO infrastructure In our last newsletter we focused on the importance of effective governance. The change management office (CMO)/project management office (PMO) is the foundation of the governance model. The CMO/PMO provides the mechanism to manage the challenge of multiple changes that occur simultaneously, assuring that various projects fit together from a timing, sequencing and scope perspective. Skilled and capable management as sponsors and leaders of change In the McKinsey study referenced above, 6 of 12 factors for successful change were associated with senior managers. 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. Change management is an established discipline and is part of every change project Institutionalization of change management requires a cultural shift. And the cultural shift requires that the discipline is part of every project every time. It becomes part of the way business is done. It doesn't happen by declaring it, but assuring that the discipline is practiced and learned so that it eventually becomes second nature.  Next article >>Newsletter home page >> |
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