Organisational change is a constant - some might say a necessary evil - that drives progress. For change practitioners, it's often a complex and challenging process, fraught with obstacles. For the array of professionals working in change in a variety of roles, be they Program Managers, key project resources like Business Analysts or Solution Designers, or Change Managers, the challenges are many. One of the most significant hurdles is the allocation of resources, particularly budget and skilled personnel.
The Resource Conundrum
Competing Priorities: Organisations often have multiple projects vying for limited resources. This can lead to budget constraints and a shortage of skilled personnel, including subject matter experts (SMEs).
Overburdened SMEs: SMEs are crucial to the success of change initiatives. However, they often juggle their day-to-day responsibilities with project demands. This can lead to burnout and resistance to change.
The Evolving Landscape of Change
The organisational baseline can shift suddenly. In one moment a project can be fully funded, enjoy the support of leaders and be anticipated to deliver key strategic outcomes. But priorities can change rapidly and this same project can quickly become defunded and put on the back burner. This fluidity can make it difficult to maintain momentum and focus on long-term goals. To deal with these challenges, individuals involved in change initiatives must possess a high degree of flexibility and resilience; and organisations must consider how they will build change management maturity over time.
Change Management Maturity: The Power of Effective Change Management
To successfully implement change, organisations need a well-defined change management strategy. This strategy should include a clear roadmap outlining the key steps involved in the change process. The specific tools and techniques used will vary depending on the organisation’s unique needs and preferences.
Organisations that are low in change management have no formal practices in place, and their management of change is often ad hoc. More mature organisations will run project-based change management, often with inconsistent approaches and limited resources. Next, organisations might apply consistent change management methods across related projects, developing a program focus. Later these consistent change processes start to embed in the organisation's day to day culture, and appear in capability and competency frameworks for staff and leaders across the organisation. Highly change mature organisations are seen as change leaders with strong cultures of continuous improvement and innovation, where change management is worked seamlessly into all aspects of operations.
Regardless of the organisation's planning style, once change projects have been initialised, there are some key goals that organisations can work towards to drive greater effectiveness in change projects. The more project selection and strategic change planning processes consider these complexities, the more the organisation will be working towards improving its change management maturity over time.
Key Considerations for Effective Change Management:
Resource Allocation: Carefully allocate resources to ensure that critical projects receive the necessary attention.
Leveraging SMEs: Recognise the value of SMEs and provide them with the support they need to balance their responsibilities.
Flexibility and Resilience: Cultivate a culture of flexibility and resilience within the organisation.
Tailored Change Management Approach: Develop a customised change management approach that aligns with the organisation’s specific needs and goals.
The portfolio of change projects related to the change strategy might be subject to change and rethinking, but the overall goals of the strategy, being married to the long term direction of the organisation, should remain steady for a number of years. By addressing these challenges and implementing effective change management practices, organisations can increase the likelihood of successful change initiatives.
For a discussion on change management maturity or effectiveness, book in a briefing today.
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