Co-author: Gavin Westwood
In the simplest terms, organizational change management is a set of methods and activities that enable an organization to prepare, support, and lead individuals to adapt to any organizational change. A change that is aimed at driving organizational success and specific desired outcomes, while integrating successfully with the training and communication of people. In business organizations around the world, implementing new IT solutions can often transform the ways of working. These IT transformations can be complex and unnerving for employees and decision makers alike. Here, effective and intelligent organizational change management that maximizes business continuity, employee- and customer-satisfaction is key.
Managing Change for IT Implementations
When done correctly, organizational change management enables the company to reach goals faster with higher employee satisfaction for any significant changes that it undertakes. Naturally, this applies to any successful IT solution implementation as well. Far too often, decision makers overlook the human factor and focus exclusively on the capital-intensive expenditures they need to make. The principles of organizational change management indicate that it’s vital to assess how well a new technology integrates with the cultures and values of the company. Employee buy-in and approval is a key determinant in the success of a new technological system.
According to a survey, 67% of responders from organizations that had successfully implemented change said, “organization-wide ownership and commitment to change” was the biggest driving force for their organizational change outcomes. A successful organizational change management program must introduce clear accountability and individual incentives to cement ownership for key stakeholders responsible for success of the program. There are a few factors business organizations and its leaders must account for while navigating organizational change.
- Leadership as a Key Factor
An integral part of aligning key stakeholders to the change is to set the vision and outline the change targets by getting employees involved early in the process. Leaders must encourage others to embrace the change and be open to listening to challenges or concerns. The leadership should also reinforce the importance of the business transformation and its impact on all employees and create a joint change management team to support everyone involved.
- Prioritization of Initiatives
With respect to organizational change management, what an organization chooses to do is as important (if not more) than how an organization does it. Typically, there are too many parallel changes being driven in organizations today, often with contradicting objectives. Therefore, prioritization of parallel initiatives is a critical element for avoiding change fatigue that the organization may suffer from.
- Competence Development
A successful team is composed of individuals with the required skills and motivation to take on the inevitable challenges of change. Any mismatch between the available workforce skill set and the new skills and competencies required by a new IT solution, can lead to derailing of organizational change management and the IT implementation. Capability building and competence development with change-specific skills must be encouraged and a culture of learning must be fostered to enable long-term success.
- Partnering as a Key Success Factor
Research shows that projects that leverage organizational change management and communication are over 60% more likely to stay within budget, over 6 times more likely to meet objectives, and over 10 times more likely to deliver an effective change to the organization, than projects without organizational change management. Business organizations can opt to partner with experienced consultants who can help them navigate the change with an eye toward the final success of IT program implementation.
The HCL Approach to Organizational Change Management
As technology evolves, the technological transformations driven by HCL are growing increasingly complex. Over the past 5 years, we have seen an increasing demand for organizational change management and communication support, particularly in our Nordics market. We have established a Change Management and Communication (CMC) practice team in the organization infrastructure to ensure that customers get the best value out of the solutions being deployed.
End-to-end Service for the Customers
In many cases, organizational change management and communication is handled internally or delivered by a specialized agency. However, this can create complications due to lack of resources or in-depth knowledge of the solution in question. Here, HCL’s change management and communication team can hit the ground running, ably supporting the change right from planning to the execution stage. The unit can even act as an interpreter between the customer and the technical team.
HCL has worked with many global companies in the areas of workplace services, data center migrations, new technologies, outsourcing and end-user capabilities. We have successfully driven organizational change management for a major O365 transformation that has impacted more than 100,000 users. We have also supported a large telecommunications company with transition to Windows as a Service for their 120,000 employees. Over the years, we have developed standard frameworks, templates, and processes that help drive effective, seamless, and dynamic change.
You may learn more about our CMC function by watching this short video.