Organisational Change Management (OCM)
Organisational Change Management (OCM) is one of the main success factors in implementing technology solutions programmes. Implementing technology solutions in an organisation usually causes various organisational, technological and social changes. Organisational Change Management focuses on the effects these changes have on managers and employees, and other stakeholders. This concerns not only new demands on the way of thinking or behaving, but also deals with any new competencies and skills required.
OCM is a structured approach to transitioning individuals, teams, and organisations from a current state to a desired future state. The approach includes both the organisational change management processes and individual change management models, which together are used to manage the people side of change. The benefits of OCM are illustrated below:
(OCM) Approach & Methodology
The OCM approach is developed out of a combination of best practice and significant experience in the Technology Industry Solution for Utilities (ISU) implementation programmes. The approach is influenced by the specific needs of the programme. The approach will focus on the programme as a whole and it will address all the work streams and key stakeholders who are impacted. The approach is also aligned the ADKAR implementation methodology.
The detailed change management activities to execute the approach are defined for each specific phase of the programme. The stakeholders to be engaged in each stage of the approach are the program team, leadership/management and end users/other stakeholders.
Stakeholder engagement is critical to the successful implementation of the programme. The OCM team will facilitate the process of engaging stakeholders by ensuring that all critical stakeholders are identified, there is an understanding of how these stakeholders are impacted by the programme and that there is an assessment of the level of engagements at critical stages of the programme. The main activities that will be conducted are outlined in figure below:
The key stakeholder groupings that have been identified for the programme are listed below.
•End Users are the drivers of the solution – using transactions to input data and creating documents to run the business.
•The Steering Committee is a group of business and programme managers who have responsibility for governing the program and providing high-level direction.
•Business Managers are senior representatives of the business areas affected by the new solution. They primarily provide resources and users to support the program implementation.
•Reporting Users will use the solution to produce reports.
•Indirect Users may not be going live with the solution but are affected by other areas in terms of process or change that is more indirect.
•Key Users are representatives from the business areas who are either full or part time on the programme and provide business input to the programme. This includes involvement in design decisions and transferring knowledge gained to users during training support after Go-Live.
•The Programme Teamincludes full time employees that perform programme activities including service providers and people seconded from the businesses.
•Customers and Suppliersare those external groups affected by the new solution in terms of changes to procedures, solutions and/or external documents.
•Governance Bodies have accountability over respective business process and technology that they govern and are responsible for. These stakeholders are critical in accepting the final solution.
(OCM) Change Roadmap Strategy
The ultimate goal of the Organisational Change Management (OCM) Roadmap Strategy is to define the approach for the programme, as well as the key outcomes at different phases of the program. It is a synopsis of the people-relatedelements of the programme strategy and acts as both the baseline and anchor point for the change management plan. Furthermore, it aligns the change management approach, objectives and proposed activities with the programme strategy.
Our methodology is based on Kotter’s Eight Step Change Model and follows a three-tier change management implementation process, illustrated below:
The OCM approach is aligned to the ASAP program implementation phases. This approach will ensure that all the programme elements are specifically supported and enabled by the OCM team. The OCM approach will be dynamic to ensure that OCM interventions are responsive to particular programme requirements. In this regard, OCM will deploy specific M&E tools to ensure that OCM is continuously reviewed and realigned to specific programme requirements.
The dependencies for successful implementation have been identified are:
•That process and systems analysis achieves a level of detail from which the “gap” between existing work practices and future work practices can be quantified and communicated to the entities management and employees.
•That entity managers and employees are available to contribute to the programme and participate in key programme and change management activities.
•That senior management and the executive avail themselves of the opportunity to display visible, active sponsorship of the programme.
•That senior management and the executive may act accordingly if called upon to mandate specific activities and behaviours for the programme to succeed within the planned timeframes.
•That a cascading leadership can be built through the levels of management to support and sustain the change required by the programme.
•That the programme can utilise and benefit from the existing communication an information sharing channels currently available within the entity to disseminate information to affected employees.
•That Group HR will be available to enable and assist the entity management to act within group policy and guidelines where job role and job content changes are identified.