Are you targeting the right audience for change management?

The post-pandemic boom in the IT services industry has forced many companies to create a robust process and system without compromising their cyber security. Data management and security have been a top concern for many IT giants. Operational gaps must be filled with immediate effect. Cloud-based tools are in the mainstream as they can be used from anywhere and on any device. Flexibility in the use of applications from external offices and the network leads to careful use of data.

However, high business requirements as usual highlighted the above issues for many companies, resulting in poor business functions, business closings, or significant losses. This dramatically changed business processes and performance and allowed tools to run smoothly without hampering business, work from home, and data security. Organizational Change Management has come as a savior for companies, through Organizational Change Management (OCM), many companies have been able to manage these change processes without problems.

To understand and analyze the impact of change, a change readiness assessment should be performed to assess the organization's readiness at the levels of motivation, knowledge, awareness, and challenges. Assessing the impact of change is another fruitful exercise that helps to analyze change at different levels such as organization, process, tool / system, technology, mindset, and people's behavior.

But is OCM required only for user-level change management?

The answer is no. Changing mindset and behavior is a challenge at different levels of an organization.

Align Leadership and Commitment: It took the pandemic to help leaders understand the importance of safe and costly systems and safe operations. If leadership is not aligned with the organization's new system, tools, and technical requirements, the entire change initiative can be reversed. The idea is to communicate / teach the entire organization from top to bottom. This workshop will also help leaders understand change by understanding the vision for change, the risks involved, and how to mitigate these risks to build a sense of participation. Leaders will communicate more in your organization. When employees listen to leaders about their vision for the program, they understand the growth, potential and importance of change, and they are expected to collaborate better.

Program Management: Project managers must be satisfied that the system, tools and processes introduced in the organization will help solve their problems and will not increase the daily workload. A project team alignment workshop is designed to interact with the project team and ensure they fully support the change. The expected result is that the project team is in sync, they know how to contribute to the journey of change; Your current operational policy is mapped to a change management approach and KPIs are agreed for change management success.

Stakeholders: Teams, developers, engineers, and process owners are different members who are directly affected by the change and must act on the implementation or transformation. But they must be prepared for the change so that they can understand the features / technology that will no longer be available for use. For example, what reports can be extracted from the new tool, what data records can be kept from now on, etc. Stakeholder workshop and role-focused group discussions can help them understand the "why" and "how" of change. Stakeholders must understand how the change affects their roles and responsibilities. The outcome of the workshop is stakeholders informed, aware, and ready to contribute to the journey of change.

Human resources: resources can be trained in the new system / tool / process / technology, so that the same resource can be used in the new ways of working. If there is a gap between the old and new systems, the resources may not want to use the new tool and the entire initiative may need to be reversed.

DU / PU affiliate: New systems / tools / processes / technology are mainly associated with other connected tools / processes / functions / units, etc. The people who drive

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