Air Canada

Pascal Salhuana

In the midst of the 4th industrial revolution, organizations are facing an increasingly dynamic environment. Influenced by elements such as process optimization and technology advancements, they are exposed to frequent and varied changes. Although it may resonate with opportunities, it could also signify potential risks. In fact, these might be particularly related to human capital, such as change saturation, which could ultimately have negative impacts on productivity.

To face up to this new market reality, organizations if they haven’t already, are more and more often soliciting the services of change management practitioners. In other words, there’s a growing and accelerating demand for support in organizational change management and transformation.

How does this translate for practitioners?

Given these growing needs, the crucial importance of expertise in successfully guiding organizational transitions is highlighted. In that regard, practitioners and future practitioners are, or will be in an interesting position of ‘power’. This position will give value to their inputs and reinforce their level of influence. That said, this role comes with great responsibilities.

Practitioners will therefore have the opportunity to play a key role in the development and credibilization of the profession. To do so, here are some avenues of reflection on potential responsabilities that could be crucial to ensuring the profession’s continued growth, particularly in a context where artificial intelligence is taking on an increasingly important role.

Responsability 1 : Elevating Organizations’ Understanding

Without necessarily grasping the practice fully, organizations understand that they need support and expertise to successfully complete their change journey. Unfortunately, change management remains largely unknown, misinterpreted or misunderstood. In this sense, it is not uncommon for change management to be identified as solely communication and training. This misunderstanding could then contribute to the fact that, all too often, practitioners are involved at the implementation phase. In addition, many sponsors are still surprised to learn that the change management involvement should begin at the very first stage of the project.

"While it’s up to the practitioners to keep abreast of emerging trends and new methodologies, they must also demonstrate adaptability and personalization when it comes to developing a strategy"

In order to better support organizations, it has to change. Organizations must act preventively and proactively, rather than trying to reduce damage once problems have arisen. To this end, it is therefore the responsibility of practitioners to educate organizations and leaders in this field and make them aware of its contributions and value.

Upstream, a better comprehension of the practice would reduce the risk of depersonalizing the tools. Practitioners are not immune to being overshadowed by tools (i.e. impact assessment). In fact, there’s a danger that the tools used by practitioners are overestimated over the practioner himself. It is therefore a duty through education to value the practitioner’s expertise. Like Steve Jobs said, “Tools are just tools”.

Responsability 2 : Standing out

The profession is not sheltered to technological advances and the development of artificial intelligence. Several firms are already developing software that standardizes practice and are even equipping themselves with an AI chat box to offer guidance. It means that someone with limited experience could support and act as a change leader. The intent is by no means to discredit technology or users, but rather to point out that, since the field is also exposed to this reality, it’s up to practitioners to make their mark and stand out. It should be perceived as an added value and not overtaking.

In my opinion to succeed, systemic thinking is the best ability to equip ourselves with. To better support organizations it is essential to consider the elements of a system holistically (processes, structures and individuals), focusing on their interconnections and relationships. This approach indeed allows practitioners to cover many blind spots, providing a better overall analysis and ultimately, a more appropriate implementation strategy.

Furthermore, when comes the time to consider such thing as human relationships, generative AI has its limitations. That being said, AI should be seen as a complement to the practitioners and not a threat (augmented intelligence).

Responsability 3 : Tailoring Approaches and Strategies

Since its inception, change management has witnessed the emergence of several approaches, models and practices. Some of these are more instrumental, managerial or even collaborative.

While it’s up to the practitioners to keep abreast of emerging trends and new methodologies, they must also demonstrate adaptability and personalization when it comes to developing a strategy. In fact, the practitioner’s value lies in their knowledge and their ability to adapt their practice to customers, organizations and the context.

Like Heraclitus said, “No man ever steps in the same river twice.” It is also true when it comes to projects. They are alive, have their own particularities and their stakeholders are also distinct with their own history of change. It is then the practitioners’ responsibility to personalize their approach and to prevent the profession from being simplified as a specific model.