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Re: 3 elements for management of organizational change

PrasannaA

Hi Joshua,

 

Thanks for the post. I was getting lost in highlighting the importance of MOC and risk of not running the MOC program, ending up painting a complex MOC problem. Thus it becomes so important to keep the solution to MOC to simple - and three elements that you highlight is my take away :).

 

Where there is association between all three elements, I particularly see one critical association between "Leadership" and "Internalization". If leaders are clear on change roadmap, future state after change, and the benefits the future state brings, many people just follow their leaders.

 

Totally agree on the productivity dip. Unfortunately, the intangible benefits that MOC brings like reducing the productivity dip is often taken for granted or go without notice. Productivity as a problem during change, gets visibility and manifests only if MOC program is weak or does not exist.

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PrasannaA

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sajeeve

Totally agree with the points here and the approach.

The C-levels that get it will buy into the cost saving and also the opportunity loss if not done well.

The challenge is the C-Levels that either do not buy in or their CEOs do not buy in and hence they by implication do not buy in.

Suresh G P

Well said Joshua. Interesting, organizations spend millions of dollars in making the paradigm shift, be it technology, process, tools but hardly make investment around the Management of Change Program

 

In my opinion the single factor of disaster for any organization embarking on a Change is not taking the time to communicate and engage the Employees/Task force from the beginning. This makes them feel dejected/isolated and left over with uncertainties.

 

At the end of the day,  getting the people in confidence is utmost essential to make the Change a reality.  So Organizations should not  rush , but make it a gradual accepted change to make it sustaining...

 

graham huzzey-morgan

What you are aiming for is to establish a new norm.  In effect, to embed a new way of working where individuals understand the value that they contribute to their own, their teams and their corporations goals.

 

It is worth bearing in mind that these cultural changes will often take place at the same time as changes to tools and processes so there is huge upheaval within the organisation.  Joshua describes the key steps taken to ensure that this journey happens as smoothly as possible.  Only by ensuring the individual has adopted and made the change real for them (internalised) will the organisation reach its goals. 

Tony Price

As a fellow advocate of MOC its great to see words of wisdom like this Joshua.  

PaulMuller

Thanks for the post Jos, your thoughts on MOC have always been great reading, but for some reason it's often under appreciated in terms of funding and priorities for IT leaders.

 

What are your thoughts on the measures that leaders should be putting in place that might indicate that their MOC efforts are insufficient or need greater focus?

Johnny Itoh

Hi Joshua,

I totally agree to the importance and benefits of MOC that you described.

I too feel that people are fundamentally afraid of changes to be happened which also can sometime be a critical risk in an organisation and for trying transformation in a company.

 

I would believe the leadership could be translated to the action to indicate the goal and the steps of change to reach the goal with the approach of MOC that can remove the worry/dread to the changes with making people exactly understood the expected changes and those changes will realise better situation for the people.

HPE-SW-Guest

Hi Paul, thanks for your question. My answer to this is:

 

Many metrics can be put in place, grouped in 3 categories:

 

1) Speed of Adoption: how quickly employees begin adopting the "new normal"; adopt their new roles and demonstrate the new skills and behaviors required by a change; adopt new process, system, technology or tools your change introduces.

 

2) Institutionalization: how many employees do know how to use the new process, system, technology or tools your change introduces effectively after they have adopted it. Do they know how to use it and is the "new normal" fully understood

 

3) Internalization: how many employees are convinced that the "new normal" is the way "we do things over here"...so not only adopted the "new normal" and able to academically utilize the "new normal..but - more important - whole hearted convinced that the "new normal" is the best for everyone...

 

If one of the above categories score much lower than expected a greater focus on MOC is necessary or the current MOC methods are not effective enough.

 

- Joshua

Alexandra Zammit

Joshua,

 

As always accurate and insightful, its good to see the message spreading wider. Your comments around communication and engagement are especially key. During a period of upheaval as experienced during an IT transformation, it is important to ensure the messages communicated are targeted at the specific stakeholders. To avoid confusion and future resistance it is critical for the stakeholders to understand the impact to themselves and the benefits. Only with end user buy in and understanding will the future business benefits be achieved in full. Thank you for highlighting the importance of managing the people change.

Nadhan

Joshua, When I was writing the post on whether Applications Transformation is a journey or a destination, I identified five suggestions to simplify the overall experience.  If I had to pick a sixth one, it would have been Management of Change.  Thanks for a very well written post.

PrasannaA

Hi Joshua,

 

Thanks for the post. I was getting lost in highlighting the importance of MOC and risk of not running the MOC program, ending up painting a complex MOC problem. Thus it becomes so important to keep the solution to MOC to simple - and three elements that you highlight is my take away :).

 

Where there is association between all three elements, I particularly see one critical association between "Leadership" and "Internalization". If leaders are clear on change roadmap, future state after change, and the benefits the future state brings, many people just follow their leaders.

 

Totally agree on the productivity dip. Unfortunately, the intangible benefits that MOC brings like reducing the productivity dip is often taken for granted or go without notice. Productivity as a problem during change, gets visibility and manifests only if MOC program is weak or does not exist.

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