Do you know of an organization that has undertaken something new (process, technology, software) to improve operations efficiency that failed? Why did that happen? Was the rationale valid? Was the approach proven? If an outside vendor was involved, was their scope of work appropriate? Perhaps it was all done as planned. Oftentimes, success is not realized as planned because the “people” side of the change was not adequately addressed as a strategic approach. Approaching change management from a strategic perspective can support planned operations and technology changes.
Major changes– a reorganization, implementation of a new financial system, a new city manager have a significant impact on people within an organization. Being strategic, transparent, clear as to the rationale help staff with change transitions.
Change management is a process that involves all levels of the organization – starting with senior management and working down through the organization to the supervisors and staff. It is an ongoing process that ideally should start very early, before the change is announced, and ends only when everyone has made the transition to the new reality. Thus, change management is an intensive process!
Change management is not training. In some cases training may be a component of the change management program, but change management focuses on the people – How and when are the affected staff communicated with about an upcoming change? What is changing? What is the impact on the individual and their specific workload? What can the individual do? How do they fit in the new environment?
LCG can help assess your organization’s readiness to change, develop a change management strategy and approach to the proposed change and work with you to implement the program and support your staff through the transition and change.
Some examples of projects we have undertaken include:
- A city that was undergoing the implementation of a new ERP system asked us to help develop a change management program around the implementation. We assisted them in developing the program that included communication, manager and supervisory coaching and awareness and staff involvement and training. The implementation was successful and staff were ready and willing to accept and use the new system once it was “turned on”.
- We assisted a Special District with communications planning, training planning, design and development specifically related to major technology