Organisational Change

Management

Why, What, How?

 Contents
• Meaning And Nature
• Organisational Change Management at project start-
up
• Organisational Change Management at phase start
• Organisational Change Management during the
project
• Organisational Change Management at phase end
• Organisational Change Management at project end
 Meaning and nature
• Organisational Change Management is a vital
aspect of almost any project. It should be seen
as a discrete and specialised workstream.

• Organisational Change Management seeks to

understand the sentiments of the target
population and work with them to promote
efficient delivery of the change and
enthusiastic support for its results.
• .
• .
What Caused The Project To
Fail?
Why were the Benefits Not Delivered?
Organisational Change Management at
project start-up
Many Organizational Change Management issues
need to be clear at the start of the project so
that:
Some of the key issues:-
1.The Case for Change
2.Sponsorship
3.Resistance to Change
4.Using the Right Change Style
5.Communication
 1.The Case for Change
• Convince all participants and, in due course,
the target population.
• not the same as the project's main business
benefit case.
• In a "Case for Change", it should be clear that
there are better ways of doing things - better
for the organisation, better for the workforce,
better for customers and (maybe) better for
suppliers.
 2.Sponsorship

 Project Sponsor- the person who saw a need for change

and had the authority to make something happen.
 What counts - the perceived sponsorship and purpose
and not actual.
 Make a Sponsorship Map & require a cascade of
sponsorship.
In major change programmes many parts of the
organisation will be involved.
• Senior management and general management of
the organization who will be critical judges of this
initiative's success,
• IT department who build and operate the
technology,
• Finance department where the financial
implications will be seen,
• Customer-facing staff who will reflect the changes
when dealing with the clients.
 3.Resistance to Change
Part of the art of Organizational Change
Management is to:
 Understand what journey is wanted
• which populations to take (it may not
• be the same for everyone),
 Assess what the attitude is likely to
• be, and
 Use that knowledge to guide in the
• right direction
THE “BAD NEWS” CURVE
THE “GOOD NEWS” CURVE
• Resistance to change is
normal.
• The worst time to
encounter resistance is
during the cutover to
the new solution.
• Transition is usually a
busy, critical, high-risk
period when the last
thing you need is a lack
of co-operation from
the target population
4.Using the Right Change Style
 Take into account the optimum style of addressing
organizational change issues.
 In general, the target population will be more
supportive of the changes if they have been part of the
change process.
 Conversely, if they feel their views were sought then
ignored they are likely to become more resistant.
 A broad selection of the target population adds time
and cost to the project
 Collaborative - The target
population are engaged in
the change process, typically
through cascading
workshops or meetings.
 Consultative - The target
population is informed about
the changes and their views
are sought.
 Directive - The workforce is
informed about the changes
and why those changes are
important.
 Coercive - The workforce is
told that they must obey the
new instructions.
 5.Communication
One of the main tools for promoting change
is communication.

It has two main purposes:

•To convey important information

that the audience needs to know
•To promote organizational change.
 Organisational Change
Management at phase start

• Often, a new phase means new team members

and new participants from the business.
• A detailed change management plan is prepared.
• Input and feedback from previous phases.
• Regular updation of Sponsorship Map.
 Organisational Change
Management during the
project
Organizational Change Management techniques fall
into two main types:
• Input - Analysing the problem, and
• Output - Inducing organizational change.

To make the solution fit the people rather than the

people fit the solution.
The input activities are The Output activities tend to be
essentially forms of fact- various forms of
finding and analysis. communication, for
• Identify a population, example:
• Assess that population's • Communicating messages
capabilities, attitude, • Coaching
behaviour, culture, • Setting up sponsorship
• Define the change goals, cascades
and • Collaborative workshops.
• Determine what is
required to bring about
that change.
 Organisational Change
Management at phase end

A good time to review progress.

Take a fresh look at the organisational issues:
• Did we really understand the barriers?
• How effective were the actions taken?
• What more do we need to achieve?

The conclusions will be fed into the planning for

the next phase of work.
 Organisational Change Management
at project end
 Whether the new business solution can be launched
successfully in as efficient and pain-free a manner as
possible.
 Process of redundancy is normally left to the HR and line
management functions. There are, however, two big
issues for the Project Manager:
1.The Reduntant Staff
2.Implications for Survivors
Organizational Change Management should not stop with the end of the
project. During the Benefit Realisation stage of the lifecycle, continuing
emphasis will be needed to encourage the community to adapt to the new
ways of working and get the most from the change.