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WHAT IS CHANGE MANAGEMENT?

Change management is the discipline that guides how we prepare, equip and support individuals to
successfully adopt change in order to drive organizational success and outcomes.

While all changes are unique and all individuals are unique, decades of research shows there are actions
we can take to influence people in their individual transitions. Change management provides a
structured approach for supporting the individuals in your organization to move from their own current
states to their own future states.

Planned change management allows managers and practitioners to incorporate specific tasks and
events into each stage of the change process. The concept explores how to face highly dynamic and
complex environments and how to make the most of an organisational change.

In order to maximise their success, organisations today need to adapt to a turbulent environment ...
Managing change is not easy (Burnes, 2009).

Definition
Change management is the systematic approach to adjusting and
transitioning organisational processes, procedures, strategies, attitudes,
functions or technologies from their existing state to one that is
considered superior (Burnes, 2009; Cameron and Green, 2009).

Description
Managers in 21st Century organisations are faced with increasing
challenges. One of these is managing organisational change (Cameron and
Green, 2009). Managing change is akin to handling the complexities of travel: evaluating, planning and
implementing operational, tactical and strategic options to ensure that the journey is worthwhile and
the destination is relevant (Paton and McCalman, 2004). Indeed, there is something increasingly true to
be said of the cliché 'change is the only constant'.

Organisations today perceive themselves as less and less stable, and more as a work in progress
undergoing continuous change (Burnes, 2009). This is unsurprising considering the frequency of mergers
and acquisitions, new technologies, product innovations, as well as threats from new competitors. One
of the most important developments and perspectives on change management is therefore the theory
of Emergent Change. This is a rejection of Planned Change which, developed by Kurt Lewin and lying at
the heart of organisational development, remains the most highly influential change model.

THREE LEVELS OF CHANGE MANAGEMENT

Individual Change Management

Individual change management requires understanding how people experience change and what they
need to change successfully. It also requires knowing what will help people make a successful transition:
what messages do people need to hear when and from whom, when the optimal time to teach someone
a new skill is, how to coach people to demonstrate new behaviors, and what makes changes “stick” in
someone’s work. Individual change management draws on disciplines like psychology and neuroscience
to apply actionable frameworks to individual change.

Organizational/Initiative Change Management

Organizational change management involves first identifying the groups and people who will need to
change as the result of the project, and in what ways they will need to change. Organizational change
management then involves creating a customized plan for ensuring impacted employees receive the
awareness, leadership, coaching, and training they need in order to change successfully. Driving
successful individual transitions should be the central focus of the activities in organizational change
management.

Organizational change management is complementary to your project management. Project


management ensures your project’s solution is designed, developed and delivered, while change
management ensures your project’s solution is effectively embraced, adopted and used.

Enterprise Change Management Capability

An enterprise change management capability means effective change management is embedded into
your organization’s roles, structures, processes, projects and leadership competencies. Change
management processes are consistently and effectively applied to initiatives, leaders have the skills to
guide their teams through change, and employees know what to ask for in order to be successful.

The end result of an enterprise change management capability is that individuals embrace change more
quickly and effectively, and organizations are able to respond quickly to market changes, embrace
strategic initiatives, and adopt new technology more quickly and with less productivity impact.

A large multinational organization engaged in manufacturing, distribution & service of elevators,


escalators and related products.

Case Summary The client was planning to roll out a global Enterprise Resource Planning (ERP) template
across 50+ locations. The benefits expected from this change were: standardized processes,
opportunities to introduce shared services and better control through consolidation.

The Solution To help our client manage this change effectively, we created a comprehensive change
management strategy with specific focus on building awareness around the Global ERP vision, and the
process and system changes in each area. The barrier points to this change were apprehension around
centralization, learning curve for the new system and anxiety around incorporation of local (legal)
requirements. The plan involved creating a clear stakeholder roadmap (change vision & charter),
building and educating a change agent network (change champion workshops), designing and rolling out
focused training for each user group, and creating a sitespecific toolkit that could be customized to the
local cultural requirements.

A German semiconductor manufacturer with global presence.

Case Summary The client wanted to re-outsource its ERP support to L&T Infotech from existing vendor
who was providing service for past several years from its nearby local support centers.

The Solution To help our client manage this change effectively, we deployed change management
experts onsite and emphasized on the need for a smooth on-boarding and off boarding process. A
strong communication network was institutionalized that involved newsletter and portal-based
communication, regular updates, operational meetings, exception reporting and steering committee
meetings. Ready-to-help approach, robust methodology, use of appropriate templates, and the
response time of the stakeholders was very helpful in winning the confidence of the global end-user
community as well as SMEs of the client. Taking a step ahead, collaboration surveys were carried out
and a collaboration index was developed to assess the extent of alliance and team spirit to work
together.
BM26464 Change Management Strategies
“Change is hard because people overestimate the value of what they have—and underestimate the value of what they may gain by giving that up.”

Rational [E-R]
Empirical-Rational Strategy – Here assumption is employee are rational i.e. they always

Empirical
keep their self-interest in mind, and will support change once they understand how change
will benefit them. Change is based on the how the information related to change is
communicated to them and what incentives are offered.
Kenneth Benne and Robert Chin

Strategy [N-R]
Reeducative
Normative-
Normative-Reeducative Strategy – Here assumption is employees are social beings and will
adhere to cultural norms and values. Anyone going against norms and values may face
boycott. Change is based on redefining and reinterpreting existing norms and values, and
developing commitments to new ones.

Environmental- Power-Coercive
Strategy [P-C]
Power-Coercive Strategy – Here assumption is employees are basically compliant and will
generally do what they are told or can be made to do. Change is based on the exercise of
Strategy [E-A] authority and the imposition of sanctions.

Environmental-Adaptive Strategy – Here assumption is employees will oppose any loss and
Adaptive

disruption due to change, but they are also adaptive i.e. will adapt to new situation since
they don’t have any other option. Change is based on building a new organization and
gradually transferring people from the old one to the new one.

References https://vivifychangecatalyst.wordpress.com/2015/06/24/kenneth-benne-robert-chin-and-change-management-strategy/
http://www.nickols.us/four_strategies.pdf

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