Organizational Change and Readiness

What Is Well-Managed Change?

Consider the analogy of a health care plan that provides for periodic checkups for the subscriber. Research has proven that ailments detected early and treated with lifestyle changes or even medication are significantly less expensive to the patient (and insurance providers) than catastrophic illness that could have been avoided. While change management is not insurance it does provide early detection for issues and prescribes changes that are designed to reduce the level of impact before, during or after implementation. Finding issues, getting them visible and addressing them early and often is much less expensive and disruptive than waiting for the catastrophic interruptions that can occur if the organization is not ready for the change at implementation time.

 
Another aspect of well-managed change is the impact on productivity which is really a function of acceptance and familiarity with the new solution. An organization cannot become productive until they have achieved both familiarity and acceptance for the new solution. It is possible to have one without the other, however until the two lines cross there will be less than optimal use of the new capability that has been introduced to the organization.
 
Practically speaking, people who have developed an interest in the subject overcome their fears of it much sooner, will learn it faster and use the new capabilities more quickly. Therefore it is possible to have trained users that still resist the system, or untrained users that are enthusiastic but don’t know how to best leverage the new capabilities. Until these two lines intersect there will be less than optimal gains in productivity and delayed return on investment.

Familiarity is often addressed very effectively with training. Acceptance is too often left to individual timelines and interest. A focused effort to include, and communicate with, those directly affected will drive the acceptance curve and raise the level of engagement sooner, making training and adoption more expedient. Therefore, the first key objective to change management is creation of earlier return on investment in the change (project) by proactively driving acceptance.

To create a viable plan to address these challenges requires understanding all of the specific challenges through objective analysis.

P5 can perform this analysis as a stand-alone project, or as part of a larger integration team. If you are implementing an enterprise solution and your partner is not addressing these types of risks we will work with them and develop the necessary plans to mitigate these risks and insure your users are ready, willing and able to use the new solution at implementation.