In the past, different methodologies talked about change management. For some time now, the word "management" has given way to engagement. The involvement of relevant stakeholders is crucial for the success of any change. Each change will generate benefits for some and losses for others. Resistance to change is natural, but it is necessary to plan and carry out the change in such a way as to minimise this resistance, compensate for losses and maximize benefits.
Change has traditionally been understood as a big leap between the present state and a desired future state. It was seen as a big undertaking that happened from time to time. The business environment of today, with its unpredictability, has changed this understanding of change. Change has become constant, as result of the constant need of adaptation. Agility has become crucial. Change can be sequential if possible or agile if required by the environment.
What will we do?
- We will work out the business case for change
- We will map different groups of stakeholders of change
- We will map the benefits and side effects – dis-benefits – of change
- We will analyze the forces that motivate and constrain change (force field analysis)
- In collaboration with various stakeholders, we will design change targets and paths leading to them
- We will translate these paths into specific programs and projects, resorting to sequential or agile frameworks, as needed
What are the benefits?
- Change approved, designed and carried out by relevant stakeholders
- Reduced resistance and increased acceptance of change by all affected parties
- Defined measurable benefits and dis-benefits, with the possibilities of their compensation
- Change plans created by those implementing the change
Scope of change to be determined
Benefits and dis-benefits mapping
Change motivating and stopping forces
Translation to projects and programmes
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