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The Evolution of Change Management

Planning, Scheduling & Risk

By Suzanne Motica

05/14/2020

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Change seems to be the new normal. As organizations continue to adopt new technologies, standard processes or organizational changes, it’s imperative to understand how these changes will impact your workforce and how to adopt a viable strategy for this change. By employing change management and adoption strategies, you can navigate through the inevitable turmoil when change arrives.

The meaning of change management has evolved. In the past, the term was associated with something like an immediate response to tackle big, often negative, initiatives, such as a hostile merger or company downsizing.

Today, change management is widely accepted as the human-centered, structured approach to transitioning individuals, teams or organizations from a current state to a desired future state. It’s about building fundamental employee engagement and getting everyone aligned toward a common goal.

The Change Management Challenge

While change is inevitable and necessary in the current business climate, it’s not always easy to achieve. In fact, according to a study by McKinsey, 70% of change management programs fail to achieve their goals.*

We know when change management has been successful because we can see firsthand these key, common elements of effective project implementation:

  • Clear communication of vision and objectives — everyone on the team must understand the desired end state and why it’s important to work towards it
  • Strong project sponsorship and champions who fully promote and embrace the changes, and spread support for the initiative to others
  • Sufficient resources dedicated to the activities required, with clear roles and responsibilities defined
  • A deep understanding of the change pattern individuals must go through for an organization to realize desired outcomes

On the flip side, change can all too often fail in an organization when there is:

  • No clear picture of the future
  • Insufficient buy-in from the team, whether at the executive level or with end users
  • An underestimation of the amount of work involved
  • A shortage of resources to implement changes
  • Lack of leadership, ownership and focus
  • A failure to prioritize people management and the change process each individual must undergo

The InEight Change Playbook

At InEight, we have differentiated ourselves by building a dedicated client success team that is not only certified in change management, but also has extensive experience in the construction and engineering industry. Our team provides a wealth of best practices and lessons learned from prior implementations.

InEight has partnered with our project sponsors to create a comprehensive change management plan that covers such items as:

  • Communication plans and strategies
  • Risk assessment plans
  • Sponsor roadmaps
  • Training and adoption

Our client success team guides the project sponsor through the development of all customer-specific plans related to change management, and follows a comprehensive process to ensure project success and adoption.

Our iterative approach to change is based on human-centered design and behavioral economics to strengthen your employees’ ability and commitment to achieve the desired goal. We believe an organization that puts its people at the heart of change is more likely to deliver successful outcomes and gain a clear competitive advantage.

*Changing Change Management, McKinsey & Company, July 2015

About the Author

Suzanne Motica

Suzanne Motica joined InEight in 2018, as vice president of services delivery. In this role, she is responsible for customer success, client solutions, service delivery, training, change management, and InEight’s project management office.