The topic of Successful Organization Change Management (OCM) has been gaining momentum lately—particularly due to the wake of the pandemic, the rise in remote work and global economic and supply chain disruptions.
But there’s often a crucial puzzle piece conspicuously absent from the conversation about OCM in today’s enterprises. Much of the advice about OCM seems to go out of its way to isolate the process of implementing organizational change from the day-to-day operations of an enterprise. But those operations are often the very thing that shape what the enterprise is changing from and what it aspires to become.
For most operations embarking on an OCM initiative, there’s usually a specific trigger event that drives the need for change—which in turn drives the need to figure out how to manage that change. The triggers may be some kind of strategic corporate action (like M&A activity), external macroeconomic trends (like the pandemic or global supply chain breakdowns) or a simple failure to hit your own performance targets for any number of reasons.
There’s a good chance that your enterprise software systems—the lifeblood of your business—will play a crucial role in the OCM process. Maybe they provided the leading indicators that revealed the need to initiate an OCM process in the first place. For example, perhaps it became painfully apparent that two newly merged companies need to do a better job of knitting their information flows together. Maybe your operational metrics are shedding light on aspects of your operation that are lagging—or new opportunities that aren’t being fully exploited.
And it may even be the case that these day-to-day operational systems—whether they’re accounting solutions, CRMs or field service automation systems—can actually become drivers of the OCM process.
But first, let’s take a step back and think about what “change” really means.
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Content and Images Published by Prateek Chakravarty
Image Source Getty