Oct 255 min read

Executive Summary: What is Change Management

A Clear and Concise Guide for Executives

Organisations must change. This is not negotiable. How well an organisation manages the process of change can depend on a variety of factors. While it's theoretically possible for organisations to have a series of happy accidents -whereby a complex array of change impacts falls into place without disruption or incident - it is highly unlikely.

A young executive is looking confident at work

Change management is a critical discipline that helps organisations navigate transitions smoothly and effectively. However, it can be challenging to convey its importance and value to executives who may have limited exposure to the field. It also happens in reverse: when good change management has been in place, executives may not notice the contribution of the change manager, ensuring the change goes smoothly; and ensuring sponsors and stakeholders are prepared to deal with the communications and engagement required of them.

In whichever position you find yourself, whether it be lack of awareness or lack of visibility, here's what we wished executives knew about change management, emphasising what it is and what it isn't.

What Change Management Is

Change management is a structured approach to transitioning individuals, teams, and organisations from a current state to a desired future state. It involves a series of planned activities that address the human element of change, helping individuals and teams adapt to new ways of working.

Change management protects an organisation's investment in the change by focussing on adoption.

Key components of change management include:

Planning: Developing a comprehensive strategy to guide the change process.
Communication: Effectively conveying the need for change and its benefits to all stakeholders.
Training and development: Providing employees with the skills and knowledge necessary to succeed in the new environment.
Resistance management: Addressing and overcoming potential barriers to change.
Monitoring and evaluation: Tracking progress and measuring the success of the change initiative.

Change management has more to do with understanding, confirming, shifting and embedding accountabilities than many executives might initially be comfortable with. This can involve delicate conversations to clarify the true value and purpose of having change management in place.

While change is driven by a vision of the future, the leadership of change does not stop once the vision statement has been shared.

What Change Management Is Not

It's important to clarify that there are many things that change management is not and only a few things that it is. While misconceptions about change management abound, we have endeavoured to cover a few of them here. But this is probably not an exhaustive coverage.

Change management is not simply about implementing new systems or processes. It's not '"just comms and training". It is not possible to manage change via email, and it is not a solo activity.

Change management is about ensuring that people are equipped to embrace and adapt to changes occurring in their lives or organisations.

Common misconceptions about change management

Change practitioners often suffer setbacks to their ability to perform well because of misunderstandings about what change management means, and therefore what activities the change manager will prioritise.

Change management does not overemphasise technology and process

Generally there's a capable project team in place developing and delivering solutions for the technology and process side of change. However, focussing on technology and process alone is not change management because it can:

Ignore the Human Element: Many organisations focus solely on the technical aspects of change, such as implementing new systems or processes, without putting resources aside to deal with impacts on employees and introduce them to new systems constructively.

Underestimate Resistance: Change often leads to resistance from employees who may feel threatened or uncertain about what it means for them - now and in the future.

Change is not a one-time event

Even where an organisation has spun up a one-off project to implement change, the impacts of those changes may not be experienced in a linear fashion. And they will definitely not be experienced in a vacuum. Change is a process that for some people takes longer than others. Executives need to understand that smooth transitions will suffer from:

Lack of Sustained Effort: Some organisations treat change as a short-term project, rather than an ongoing process that requires continuous attention and support.

Failure to Adapt: When circumstances change, organisations may not adjust their change management approach accordingly.

Change management does not underestimate the importance of communication

Even though it is a common scenario for a change manager to be reigning in the level of communication at key stages of a change, this is not because communication isn't vital. Change communications are a crucial part of change, but they are not the only mechanism to manage; and if mishandled can create confusion, fear and mistrust of change. Rather than focussing on tangible outward messaging, the approach to change needs to be right. Change management is not:

Lack of Transparency: Low transparency, secrecy or a poor communication plan can lead to confusion, fear, and resistance among employees.

Insufficient Engagement: Employees may feel left out of the change process, leading to a lack of buy-in and support.

Change management is not a top-down mandate

This is a slight contradiction because change absolutely has to have visible executive support and leadership to be successful. But it also needs to involve the voices of those impacted by the change. Change management is not:

Ignoring Employee Input: When employees are not involved in the change process, they may feel powerless and resentful. They may start to resist and disrupt the change

Lack of Ownership: Employees may be less likely to embrace change if they do not feel a sense of ownership or responsibility. This can happen if executives are mandating change rather than leading others through change.

Change management is not someone else's problem

Change management is a responsibility that everyone should embrace rather than passing it off as someone else's concern. Change management highlights the importance of each individual taking ownership of change. When executives can see a clear summary of change impacts, a more collaborative and effective approach to managing change can be achieved. Change management is not:

Only for large-scale projects: Changes can be large and small, and change management can be applied to any organisational transition, regardless of size or complexity.

A purely technical function: Change management is fundamentally about people and their reactions to change.

Why Executives Should Care about Change Management

Effective change management can deliver significant benefits to an organisation and it's executive, including:

Increased employee engagement and satisfaction: When employees feel involved and supported throughout the change process, they are more likely to be committed to the new way of working.
Improved return on investment: When change management supports project delivery, engagement is higher, collaborative tasks - such as co-design - run more smoothly, and timing imperatives are clearer to stakeholders.
Improved productivity and efficiency: By addressing potential barriers to change and providing necessary training and support, organisations can minimise disruption and maximise productivity.
Enhanced organisational agility: A well-managed change process can help organisations adapt more quickly to changing market conditions and customer needs.
Reduced risk: By anticipating and addressing potential challenges, organisations can mitigate the risks associated with change initiatives.