Stakeholder Engagement and Change Management Insights

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Having worked in change management across various sectors, organisational structures and change types, there have been common pain points that organisations are slowly getting across, but which can still occur quite commonly. This highlights that people face challenges when accessing change, program and project information, and they are challenges that are relevant across various organisational types and contexts, regardless of the type of change, level of government, or sect

The clue is in the name as we look at how leadership and management intersect to manage change effectively.

Businesses crave growth. Exploring new markets, tweaking product lines, and expanding reach through technology are strategic imperatives that every business faces. However, growth without direction can strain financial resources and upset the operational equilibrium.

There seems to be an excitement-remorse cycle of investing the time and energy to set up a change practice, develop or purchase a methodology, hire sound change practitioners, start to execute and implement, and build from project-level support to program level to change portfolio; only to cut the function out of the next financial planning cycle. We explore whether this cycle is optimal for business.

If conscious efforts to foster people's adoption of change weren't required, we would call change something entirely different, such as 'erosion' or 'evolution'. But with people involved, so are their fears, aspirations, and capacity for resilience in the face of transformation. When change management changes, organisations that keep pace retain the competitive advantage they established when they recognised their people as their greatest asset.

In the past three decades the market for change management has changed enormously. The market for change management talent has often found itself in a state of fluctuation, something like a seesaw swinging between demand and supply. Amidst the corrections, one recurring theme has stood out: the variability of rates for contract change managers. This flexibility speaks volumes about the underlying issues within the industry.

Organisational change management has now become a fundamental concept in the majority of business practices, essential for organisations seeking to adapt, evolve, and grow through dynamic environments. At its core, change management involves the systematic planning, implementation, and monitoring of changes within an organisation to ensure successful outcomes and minimise disruptions. We take a closer look at exactly what we mean by managed change, with a focus on planned cha

By the time I realised I may have entered the password for my government hub account into an illegitimate internet site, the dread started to settle in and I scrambled around for a phone number to call.

When Change Managers and Change Leaders work together to deliver successful change, the resulting partnership can be tremendously satisfying. Organisations can increase their likelihood of success and achieve sustainable results. Effective change implementations require careful planning and a commitment to creating the right kind of environment for the impacted audience to acknowledge, get ready for and adapt to the new state of things.

Change management and project management are both fields where shifts and adjustments are constant. Effective change management can be the differentiator between a project that flounders and one that flourishes. We examine the correlation between project success and the efficacy of change management.

Managing change in business is a profession that can be both dynamic and stable at the same time. The cycle of innovation and adaptation has sped up, but implementation challenges remain fairly stable. And managing change well continues to present numerous challenges: the strategies that businesses adopt can either hinder or enable organisational success.

Successful change initiatives are not merely driven by intuition or hunches; they are built on a robust foundation of evidence, data and facts. If the practice of change management can not be validated, it will only get part the way there. Evidence, data, and facts need to guide successful organisational transformations.

Projects—as a vehicle of change—are often excellent at focusing on systems and process, putting together a schedule and budget, and hiring the right expertise to ensure seamless systems integration. But a successful implementation needs people planning. On its own, a project focus often doesn't deliver the people side well, and this is where change management plays a vital role.

In order to flex into an agile environment, change managers can provide support in four main ways.

To build change maturity at an enterprise level, organisations need to move through their paces. From having change management scattered around isolated projects, organisations need to build standards, build competency and ensure that change management is a requirement for new projects.

Gaining support from managers and supervisors during change is a fundamental role of a change manager. We need people at all levels of the change to accept it, engage with it and adopt it. But we need more from leaders. We're really asking people leaders to model their acceptance publicly of something they don't have a great deal of control over. For some leaders this can feel like over-promising and is a risk they may shy away from taking.

Large-scale change management inevitably involves technology implementations. The technical teams are very often resourced with expert...

The Real Job of a Change Manager When asked, "What do you do?", the role of a Change Manager is often misunderstood. Many people think...

In business, understanding and delighting customers is an ongoing challenge. A positive customer experience (CX) has become a primary differentiator for businesses. Effective change management is the key to navigating this challenge, allowing organisations to adapt and improve smoothly while consistently delivering an exceptional CX.