With both the markets changing, increased customer demands, regular product modifications, service renovation as well as digital transformation, change is a constant factor that is happening both inside and outside of your organization, whether you realize it or not. Every day, new initiatives and projects are launched to meet value expectations, improve performance, align, unify, optimize, decrease cost, increase profits, and enhance your competitive advantage.
Every day, new initiatives and projects are launched to meet value expectations, improve performance, align, unify, optimize, decrease cost, increase profits, and enhance your competitive advantage.
This can be part of a huge transformation program or is just happening because the organization changed. It could also be an implementation of a newer technology to enable a more mobile workforce, re-engineering a process to ensure regulatory compliance or pursuing an enterprise-wide transformation journey around customer experience.
Research has revealed that close to 95% of any innovation or transformation programs or projects fail. This is confirmed by the 9 out of 10 IT program or project failure to deliver on promise. Why are the numbers so high, and how can that be?
We have identified that there is a common denominator for success in such programs/projects in achieving the intended outcomes of your initiative; people.
All the mentioned initiatives actually impact how individual people do their work; their functions, tasks, processes, job roles, workflows, reporting structures, behaviors and even their identity within the organization. The data is abundantly clear. The better we are able to apply Change Management, the more likely we are to deliver on project objectives.
The Change Management certification program has been developed by the Global University Alliance which consists of a collaboration of 450+ universities, professors, researchers and lecturers who has worked together to identify and document the most common Change Management concepts and techniques. The program elaborates on the approach of how to make modifications stick, drive adoption as well as teaching a way to ensure that your initiatives deliver on promise.
The discipline that meets the need for change
Projects are subjected to costs like redesign, rework, revisit, redo, retrain, re-scope, and in some cases, retreat. Absenteeism and attrition increase. Productivity declines. Customers, users and employees feel the impact when they were not supposed to. Morale suffers. Employees disengage. Failing to plan for and address the people side of change is costly, and Change Management is the discipline to help mitigate those mission-critical risks.
Changes in organizations are undertaken to improve performance and make value creation stick. Some of that improvement comes from just installing a solution. However, much of the benefit and expected improvement is tied to people changing how they actually do their jobs. It doesn’t matter if the organization realizes this or not, the percentage of a project benefits, depending on people changing how they do their jobs. This is a fact that most organizations don’t realize. For important projects, that number is commonly in the 80% to 100% range, which is the reason that so many projects never come close to deliver on promise.
Change Management focuses on helping people change how they do their jobs, allowing us to capture the adoption contribution and the people-dependent portion of the value creation. The Change Management certification is aimed at producing outcomes and results, and requires a different kind of thinking and new cross-functional disciplines.