One aspect of change that everyone knows about is communication. Change usually requires preparing people, managing expectations, explaining what’s happening and why’s it’s happening, building coalitions and consensus and encouraging involvement. All of these are based on communicating between people.
Change management isn’t just communicating, but it’s a very big element of it.
This might seem an odd title for an article by someone who makes their living building change capabilities in organisations, and who spends a lot of time talking about, thinking about and working with Change Management.
The point I want to emphasis is not that Change Management is no thing or nothing, it is quite definitely something! It is not a thing, because it is many things.
A contentious title? Some people may disagree with my thoughts here - let’s see if we can generate a good debate.
A lot of commentators bemoan the lack of flexible working in many organisations. Most of us, at least some of the time, want a degree of flexible working. By “flexible working” I mean the freedom to choose where and when to work. This covers a spectrum from the odd Friday worked at home, through to those modern global citizens who base themselves in some desirable beach location and in between bouts of surfing work as and when they want.
If you are the sort of person who follows my posts, here or elsewhere, the chances are that you are interested in organisational change. The chances are also fairly high that you have been involved in several change initiatives. I expect that at many times your organisation has struggled with change.
I feel confident enough to say, if you have never struggled with change, then that’s because you have never been involved in a change of any complexity.
This is an example of an introductory talk I gave to an organisation’s internal change network. These were willing and interested participants in change, but mostly people with limited experience. The specific project was an ERP implementation in an organisation that had just gone through a major merger. However, this talk could be adapted to any change situation. It was first used in Spring 2017.
Hi everyone, and thanks for the introduction. I’m going to be working with the company over the next few months to help us get ready for the transition from where we are now to where we want to be. My focus is really the XYZ Project, but like any change you cannot really deal with changes independently and need to think about the wider perspective.
I’ve been interested for a long time in the relationships and differences between delivery and change. One way of exploring this is in the relationships and differences between project and change managers, a subject that always seems to generate a 100 different views from 100 different commentators. In this post I want to look at one specific aspect of that difference – working out the scope of an initiative.
Scope is a fundamental concept in the delivery of projects and change. Scope can seem a pretty simple concept to gets ones head around. I think scope has different meanings depending on the role one performs.
I was in a conversation a few days ago, and I was reminded about an old phrase my grandfather used to say: look after the pennies and the pounds will look after themselves. (I’m sure there is an equivalent phrase for other currencies).
I thought about this phrase sometime after listening to a speaker talking about the way they ran projects. They were strongly espousing a view that we should worry more about delivery and less about deliverables.
I want to talk about some words – specific words, but in order to do this I’m going to start with a big generalisation.
The important thing about words is that they have meanings. Because words have meanings we are able to communicate about all sorts of objects, ideas, concepts and whatever other entities, things or stuff we want to talk about.
Not long ago I published a post titled "what's the point of change management?" (you can find it on this site). In this article I want to do the same sort of thing for project management. I aim to write a third article contrasting project and change management.