Start managing the human impact of change management and take control of the success of your organisations change initiatives.

I’m sure you’ve had the experience of sitting and listening to a new vision or strategy from the CEO. Sometimes these are a hit and you can’t wait to jump on the bus, but in some cases you can tell the impact of these changes on employees hasn’t been well considered.

Businesses need to be agile in order to remain relevant in today’s market. But this doesn’t mean overlooking the needs of employees during times of change. Without a strong roadmap to follow not only will any change initiatives struggle, but your organisation may even lose out on revenue!

A study by McKinsey looked at projects across 40 organisations with one of the key variables being an Organisational Change Management Program against a project’s ROI. This study revealed:

  • 143% ROI when an excellent OCM program was part of the initiative
  • Only 35% ROI when there was a poor OCM program or no program

Therefore, while you may not be involved directly in generating revenue, your role in managing the human impact of change can result in a better ROI – so make sure your management team doesn’t overlook this!

Difference between good and poor change management

Why bother with Organisational Change Management?

Organisations have to change, but managing how this change impacts employees is critical in determining the overall success of these initiatives. Key things to consider are how the plan will impact the people required to deliver the changes, and how will they be expected to deliver?

Over years of experience, we’ve seen some truly innovative ideas become unfortunate episodes in an organisation because they lacked a roadmap to follow. It’s your job to ensure that a great change management plan becomes embedded in an organisation, and that everyone feels comfortable jumping on board with the plan.

In our experience, the best visions and strategies can easily become a black mark in their history book because the roadmap to success is not well defined. If you want employees in your organisation to buy a bus ticket you better make sure they’re convinced the bus is heading the right way!

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What does good look like?

In most cases, organisational change strategies come from the top-down. While there is nothing innately wrong with this, in our experience the single largest determinant of their success is organisation wide buy-in.

Remember, there is a human impact for every change initiative which, if successfully managed, can lead to a great result for the organisation.

Typically, it’s the people having to execute against these strategies which will make or break the program. In order for them to purchase a ticket, they’ll need a very clear sense of:

  • Where are we going?
  • Who is driving the bus?
  • Why has that destination been chosen?
  • What is the road they need to follow?
  • When are we leaving? (When does the change begin and what is expected of me?)
  • The quality of the vehicle they will use?
  • How much personal effort will they need to invest?
  • Are we there yet? (Have we established the markers and signposts to let us know we are making progress?)

So before your CEO decides to plan a companywide excursion, make sure everyone in the organisation that will be taking a ride knows exactly what is expected of them and where they’ll end up!

Of course, there is a lot more to managing organisational change and for more information you can contact Choice Career Services on 1800 823 213.