Redefining change management
Change management is more than just meeting your outcomes.
How to use change management to innovate and grow
LaMarsh Global is the globally recognized expert and thought leader in helping organizations achieve success with change. Managed Change is the model of change management that we have been applying since the 1980s. Here is an overview of change management and why Managed Change goes beyond traditional change management.
No organization remains static – they must adapt and change in order grow and succeed. Change management is an approach to identify changes that will contribute to success and carry out the necessary steps to achieve success.
Change management is a methodical approach to implementing a change. At its core, change management is straightforward:
You are in a current state and you have the concept of where you want to be.
Change management is a map to guide the travel from point A to point B. It is possible to travel without a map, but a deliberate route becomes indispensable when the journey is complex or long. There are fewer moments of worry if the chosen path is the best one – or even if you’re going in the right direction.
Managed Change is a GPS – it adapts the route to get you to your destination with fewer delays and less stress. Every journey has a scheduled arrival and detailed itinerary. And the route will be modified when the destination is updated.
In reality, many of the tasks associated with managing change are simply responsibilities you would expect from a leader or manager.
The introduction of the disciplined approach to change management comes from businesses creating streamlined processes to do more with less. World War II created an unprecedented demand for materials and equipment. During and after the war, businesses created new approaches to improve their output through operational efficiencies.
Many of these once novel approaches to business are now routinely discussed in conference rooms around the world. Consider project management. The need to create plans, schedules and cost estimates resulted in dozens of models to manage projects and established the role of project managers as integral to effective projects. Many of these models were introduced in the 1950s and later, with ISO standards released in 2012.
Even the most optimal ways to manage people and resources went under scrutiny after World War II. The study of management science kicked off the critical review of how we do business, how we manage our finances and how we respond to information.
Change management is one stream of this business innovation. Organizations have always had to change, but without a proven process to achieve the intended outcomes of change the chances for success are diminished. Change management practices create a framework to identify success criteria, define a successful change and outline the necessary steps to achieve success.
It’s easy to see how change management methods apply to projects with a finite schedule, resources, budget and goal. It’s may be less clear to see how to apply change management to multiple projects underway at the same time. We can help.
For efforts that impact lots of people, have multiple workstreams or span long periods of time, it can be difficult to see how change management methods can apply. These types of changes include significant business transformations or restructurings. We can help with this too.
A methodical approach can benefit any planned or unplanned organizational change.
Using a people-first approach to change management, here are some questions to ask to identify opportunities for change management:
Asking these questions reveals the opportunity of change management: there are many changes that an organization undergoes that will impact the people. And each of these changes will benefit from management of the change.
You can use change management to transform risks into opportunities, nurture innovation and improve the acceptance of new solutions.
Change management helps people go through the process of a change. It doesn’t avert or suspend the change, but rather improves the process so it achieves the desired results more quickly and with fewer challenges.
The current state is where you are before undergoing a change. It describes baseline productivity or familiar work practices.
The place you want to be is the desired state. Or in the case of organizational change, this is the state your organization wants you to be in.
To get from the current state to the desired state, you have to undergo a transition. As the old routine morphs into something new, there may be a decline in operating measures and overall productivity, satisfaction and quality.
Failures can occur at every stage. The prospect of change can be enough to derail the process, or the desired state may not seem to be all that desirable. Even going through the transition itself carries its own risks.
With a structured approach to managing change, these risks can be transformed into opportunities. Review the desired state before undergoing the transformation, and properly prepare everyone for the change. In this way, the risks are minimized to create more opportunities to succeed.
Revolutions in manufacturing opened up the efficiency of mass production. Introducing new technologies created entirely new markets. Leveraging new forms of marketing capture audiences that were previously unreachable.
Businesses that are known for their success don’t just accept change – they welcome it.
Organizations with stagnant success stick to “business as usual” and are victims of inertia. To create a breakthrough moment, they require an innovative vision and then need to make a change. The result is a transformed organization that is innovative instead of stagnant.
The quality of a solution can be measured by its “fit” within an organization and potential to meet internal or external needs. It comes from dedicated research into options and careful evaluation.
But even the best solution can fail if not successfully implemented. The acceptance of a solution is just as important as the solution itself. A business needs to be capable of implementing and sustaining the change to create results.
Change management ensures the solution is accepted by your organization and people.
The way we do business is far different than it was a few decades ago. Businesses need to make strategic changes in order to continue to be successful, and they need to be able to manage multiple changes at the same time.
LaMarsh Global has been a trailblazer in change management since the 1980s. In that time, we have witnessed an evolution in both business and change management.
What doesn’t seem to have happened is a comparable revolution in how organizations are led, and the path to manage the complexity and change chaos is less clear. Here is how business and change management has evolved in the past two decades.
“Business as usual” is no longer the mantra for success.
Daily work has also evolved. Trends that impact every organization include a new reliance on technology, a jump in employees with higher education, nearly limitless access to information and widespread connectedness.
External and internal pressures have revolutionized business, but the approach to leadership and management is stuck in the past. Without a strong foundation for organizational effectiveness and leadership, we risk failure to change, grow and prosper.
Organizational change is viewed as a disruption to achieve these measures, creating a misalignment between the needs of the business today and future success.
The people that lead and manage the business are often detached from the traditional change management activities. As a result, it is viewed as the sole responsibility of project teams or change management professionals. Their goals are different than the goals of the organization. And leadership tends to be unaware of the impacts of the change efforts on employees, their performance and the quality of their work.
Traditional change management isn’t enough to keep up with the pace and magnitude of changes that organizations face. A solid foundation for organizational effectiveness and engaged leaders are the most important factors to successful change management – especially when change is a constant.
As the application of change management grows, the definition also expands.
|Change management in the past||Change management now|
|React to change||Change is an opportunity|
|Responsive||Proactive and innovative|
|Clear beginning and end||Evolutionary|
|Goal is constant||Change is constant|
|Project leaders||Change leaders|
|Project sponsors||Change sponsors|
|Focus on the past||Focus on the future|
We aim to create and support leaders whom are influential and effective. Individuals that experience the change process move away from a sense of being a victim to being a partner.
Managed Change is the global standard for single projects to company-wide transformation – and everything in between.
Contemporary change management requires active and engaged leaders, strategic resourcing and effective people management throughout an organization.
Traditional change management can only succeed when there is a solid foundation for organizational effectiveness and engaged leaders. Here are the main properties of contemporary change management that contribute to success.
When leaders are engaged through all stages of a change, an organization’s strategy is better connected to the changes and employees. Contemporary change management requires all leaders to lead and influence change efforts.
These tried-and-true business methods ensure that the people of an organization understand the work that has to be done and the capacity required to complete that work.
At the core, people management provides every level of an organization the necessary direction, information, nurturing, rewards, recognition, reinforcement, leadership, support and more. This includes setting expectations, prioritizing work, influencing employees and having appropriate conversations to align employees with the organization.
The introduction of change events, the definition of change success and the accountability for every employee rests at the feet of leadership and management. Not leadership of the project, but rather the organization.
There are three types of people in change-capable organizations: change leaders, change practitioners and the individuals that are affected by change.
Change management is a tool that anyone can use to improve the likelihood of success for projects. And successful projects mean success for organizations.
When individuals are able to adapt to change, they create opportunities to meaningfully contribute to the success of projects and organizations. In turn, they create an invaluable role for themselves.
When organizations are able to adapt to change, they improve their competitive and financial viability. They can better respond to the changing needs of their internal and external customers.
With change management, they are capable of demonstrating change agility by quickly adapting and making changes.
Change-capable organizations have the executive guidance to develop viable business goals. They have the change management tools to manage the change and create new opportunities for their employees. And they have active and engaged leaders that are involved at every stage of a change.
Step by step and project by project – organizations implement changes to reach their strategic goals. Organizations with the effective capability to change don’t just work toward a single goal; they continuously redefine the strategic vision to respond to their customers and competition.
With change management, they are capable of quickly adapting and making changes.
These are the individuals who decide on the reason for a change and initiate the process. By identifying the strategic goals, they contribute to the vision for the desired state.
Change leaders include senior executives and leaders who are tasked with empowering innovation across the organization. They can be project leaders who have a defined goal. Strategic advisors or a governance board can be change leaders by identifying what success looks like for an organization.
Change leaders recognize where they want to be and compare that with where they currently are. They realize the benefits of the change. Not only do they set the goals, but they also determine the degree of investment to reach the goals.
After the purpose of the change is identified, the next step is to undergo the process.
By carrying out the change process, change practitioners are the leaders that enable change. Their goal is the defined desired state and their tools are change management methods.
Change practitioners can – but don’t have to – be the leaders. In large or complex organizations, some leaders provide the strategic goals while others effectively carry them out. And other organizations may just have a single individual who recognized an opportunity and is championing the change.
As the champions of change, agents are responsible for setting out the plans to achieve the desired state. These individuals can be internal leaders or external consultants. The role of the individual is not as important as the set of leadership qualities, including:
Combined with Managed Change tools and methodology, these qualities will enable the change process to be completed while reducing the risks of the change.
These are the individuals that are impacted by a change. Their routines or processes are disrupted, potentially affecting effectiveness, efficiency and satisfaction. But with change management, these individuals can be empowered and given opportunities instead of interruptions.
Impacted people can be an individual employee, working group, supplier, dealer or even a customer. They can be individuals who are provided with new tools or technologies to complete their work. Tasked with developing a new service, they can be employees on innovative projects. Their present role is the current state and any new or adjusted role is the desired state.
The people impacted by change are vital contributors in change management. They are not the product of change management; instead, they are integral parts of the process and their engagement is a key factor in the success of any change initiative.