Organisational change management (OCM) is a field that is constantly changing, and in 2022, practitioners and executives may wish to pay attention to several key themes that are now trending as main focal points.
FREMONT, CA: Organisational change management (OCM) is a field that is constantly changing, and practitioners and executives may wish to pay attention to several key themes that are now trending as main focal points. Reaching the full potential of IT projects and other organisational change management activities requires concentrating on the following five areas.
As firms undergo digital transformation, change agility is a critical differentiator. Effective OCM execution will depend on moving at a project's pace, taking sponsor participation and organisational rigidity into account, and being flexible with the types and timing of deliverables. Traditional OCM initiatives must match the project cadence as firms adopt agile frameworks for project delivery if they want to succeed with people readiness.
Understanding the constraints and opportunities for technology adoption will come from analysing a current-state environment while change occurs. Assessing organisational capabilities, stakeholder group dynamics, and the complexity of the change can enable a clearer understanding of what is required to expedite change acceptance as the pace of change increases.
All the planning and skill in the world are inadequate if they can't be executed. It is essential to apply deliberate, observable, and quantifiable strategies to shift stakeholder groups and individuals from awareness to commitment. Pulling change levers to encourage buy-in and support, addressing resistance where it exists, effectively communicating at the right level, with the right messages, and at the right time, and holding change leaders accountable for carrying out change plans and achieving results should be the focal point of this laser-focused effort.
Adopting new solutions and optimising the people-dependent portion of the ROI for the transformation are the keys to effective change. The project life cycle milestone of going live should be marked with great enthusiasm. The people who run an organisation on a daily basis must embrace new technologies. Employees are overwhelmed by the excessive change that has occurred since 2020, and resistance to change is severe. Any firm undergoing a digital transformation will benefit from managing that opposition with a thorough change-and-adoption plan. Adoption is a crucial post-go-live activity that needs to be measured and should be viewed as a component of the broader change management strategy. These metrics are intended to gauge how quickly people accept the change if they are utilising the system and how proficient they are at doing tasks within the new framework.
The first step toward reaping the benefits of new technology is its adoption. Organisational outcomes should be attained by adopting planned changes or successfully changing how people think, act, and behave to align with the future state. So, benefits realisation will be a new catchphrase. This should be the primary goal of every change management strategy. Every action, from targeted messaging to leadership alignment meetings to managing change resistance, should be directed toward achieving the organisation's bottom line. Technology initiatives will struggle to reach their greatest value and the targeted transition to a sustainable future state without a method, plan, and criteria for benefits realisation.
These trends are considered the most significant ones for 2022 and beyond. These could be said to have been the main objectives of organisational change management. However, emphasising these crucial areas in OCM initiatives might produce important outcomes from change projects.