Change is changing – HCL is changing
Even change does not remain the same! It used to be sporadic, then incremental, and now it is being described as disruptive. Globalization, technology, heightened customer expectations, and the growing ability to collect and analyse voluminous data have all played a role in this acceleration of change.
HCL is at the forefront of this change with its global footprint and technology products and services and has recognized that to be a leader in the digital era requires ‘reinvention’, as evidenced in the Mode 1-2-3 strategy. Our partners, suppliers, competitors, and customers are also responding to these drivers of disruption, creating a playing field where those who can respond fastest will be the winners. There is a growing recognition that anticipating, creating, and managing change are critical skills for business (and personal) success in this age of disruption.
Technology is the enabler - People make change happen
We know that the only person who really enjoys change is a baby. In organizations where the velocity of change was at byte speed, employees are now experiencing a tsunami of change driven by the technology that we in HCL are providing, implementing, and servicing. This renews the focus on the “techno-pessimists”, concerned about the mass destruction of jobs, and the “techno-optimists”, who see considerable productivity gains for the economy that will, in turn, help create new work opportunities. After all, in the past, technology has tended to create more jobs than it destroyed, at least in the long run – a case in favour of the inevitable digital future.
Failing – but not fast enough
It’s no wonder why people resist change when faced with the unknown, feel ill-equipped to make the transition to the digital future, and see little need to break free from their silo in the organization. This resistance to change, a roadblock on the way to a truly digital era, contributes to the failure rate of projects – about two-thirds continue to fail to deliver the expected outcomes. In the growing SaaS market where licenses are estimated to cost $124B this year alone, billions are being wasted on under-utilized software licenses that deliver ‘little or no value’ due to lack of technology adoption. No wonder, ‘fail fast’, ‘agile’, ‘adoption’, ‘digital dna’, and ‘change management’ are now high on the management’s ‘hot topics’ list.
Organization Change Management (OCM)
Organization Change management (OCM) is a framework for managing the effects of new business processes, changes in organizational structure or cultural changes within an enterprise. Simply put, OCM addresses the people side of the organization – compared with change management in the IT services context or change control which is a formal process to manage changes to systems or products.
This discipline, with its roots in the early 1900’s psychology, business, engineering, and the social sciences, has shaped our understanding of how people experience change and, in the decades since, has shown just how important leadership, management, and employees are in times of change. Organization Change Management – the term we use to describe embedding change capability into the organization – has become a central focus for many organizations and change leaders, especially in the digital era we live in.
Business Transformation Services - HCL Mode 1: Core Services
There is an established Organization Change Management capability in HCL focused on supporting the global deployment of ERP systems, mainly SAP. This has been the foundation for service delivery in HCL since the early 2000s. This team of skilled consultants in the USA, UK, and EMEA have supported global roll-outs of SAP ERP in numerous G2000 enterprises.
The focus of the change efforts has been in the areas of:
PLANNING – The change journey, communications & stakeholder engagement and training (content and delivery)
ASSESSMENT – Readiness for change, stakeholder mapping, cultural assessment, training needs analysis and change impact
IMPLEMENTATION – Communication, organization redesign, business readiness, training, and go live management
Implementing an ERP takes 9-12 months, and global roll-outs can extend the implementation timeline to 2-4 years. HCL has a robust industrialized method with tools, templates, and accelerators to implement a predictable and successful change outcome. SaaS is having an impact on change management in Mode 1, essentially compressing the timescale to deliver the solution – we are ‘eating our own dog food’ as our colleagues in the USA would say.
Organization Change Management - Mode 2: Next Generation Services - Digital & Analytics
HCL’s Digital & Analytics (D&A) practice was established as a Mode 2 business with the integration of existing services across Digital Consulting, Digital Applications & Platforms and Business Analytics.
With the advent of the digital era, we see a clear trend of ‘scale digital’ across organizations. Enterprises are not doing digital POCs. Rather, they are adopting full-scale agile methodologies to increase the speed of digital execution. One of the big impact elements of digital scale is the cultural change that companies have to experience. These changes, which have a transformational impact on the organization’s digital dna, include new methods of working among internal and external business lines, IT and vendor, and partners. A vital step towards an effective digital future, these changes also cover new ways of communication, new tools, new jargon, new KPIs, among others, within their purview.
Suffice to say, culture change lies at the very heart of a successful digital journey, and is often larger in magnitude than the seemingly complex technology transformation. We in the Digital & Analytics practice firmly believe that organization change management needs to be at the core of all digital transformation programs, and are committed to develop full-scale OCM capabilities to help global organizations succeed on their digital journey.
This is where the change begins in D&A….