Organisational Change Management (OCM)
Identify, manage and change business and organisational culture effectively and efficiently.
- Organisational Change Management (OCM) is often an Achilles’ heel for most companies, putting projects and programs at risk – especially large, complex, transformational projects.
- When projects that depend heavily on users and stakeholders adopting new tools, or learning new processes or skills, get executed without an effective OCM plan, the likelihood that they will fail to achieve their intended outcomes increases exponentially.
- As PMO leader, you need to hone an OCM strategy and have a toolkit that will help ensure projects aren’t merely completed, but that benefits are realised.
- Persuading people to change requires a “soft,” empathetic approach to keep them motivated and engaged. But don’t mistake “soft” for easy. Managing the people part of change is amongst the toughest work there is, and it requires a comfort and competency with uncertainty, ambiguity, and conflict.
- Transformation and change are increasingly becoming the new normal. While this normality may help make people more open to change in general, specific changes still need to be planned, communicated, and managed. Agility and continuous improvement are good, but needs to be managed properly.
Impact and Result
- Plan for human nature. To ensure project success and maximise benefits, plan and facilitate the non-technical aspects of organisational change by addressing the emotional, behavioural, and cultural factors that foster stakeholder resistance and inhibit user adoption.
- Make change management as ubiquitous as change itself. Foster a project culture that is proactive about OCM. Create a process where OCM considerations are factored in as early as project ideation and where change is actively managed throughout the project lifecycle, including after the project has closed.
- Equip project leaders with the right tools to foster adoption. Effective OCM requires an actionable toolkit that will help plant the seeds for organisational change. With the right tools and templates, the PMO can function as the hub for change, helping the business units and project teams to consistently achieve project and post-project success.