What is Change Management

Organizations do not change, People do!

Organizations across Japan are currently facing a growing and intensifying number of challenging trends; ageing demographics, an empowered and more diverse workforce, acceleration of technological disruption (automatization, artificial intelligence, cloud technologies) and a changing marketplace (globalization, increases in M&As) are forcing organizations to change and adapt, often and fast. In this context, organizations are starting to recognize that being able to manage change successfully is becoming a mandatory organizational capability to survive and compete in this environment.

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When your organization undertakes projects or initiatives to improve performance, they often require changes; changes to processes, job roles, organizational structures and types and uses of technology. However, it is actually the employees who have to ultimately change how they do their jobs. If these individuals are unsuccessful in their personal transitions, if they don’t embrace and learn a new way of working, the initiative will fail. If they do, research shows that your initiative is much more likely to achieve its targeted outcome.


Three Levels of Change Management

Change Management for Individuals

While it is the natural psychological and physiological reaction of humans to resist change, we are actually quite resilient creatures. When supported through times of change, we can be wonderfully adaptive and successful.

Individual change management requires understanding how people experience change and what they need to change successfully. It also requires knowing what will help people make a successful transition: what messages do people need to hear when and from whom, when the optimal time to teach someone a new skill is, how to coach people to demonstrate new behaviors, and what makes changes “stick” in someone’s work. Individual change management draws on disciplines like psychology and neuroscience to apply actionable frameworks to individual change.

After years of studying how individuals experience and are influenced in times of change, Prosci® developed the ADKAR® Model for individual change. Today, it is one of the most widely used change models in the world.

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Change Management for Organizational Projects and Initiatives

While change happens at the individual level, it is often impossible for a project team to manage change on a person-by-person basis. Organizational or initiative change management provides us with the steps and actions to take at the project level to support the hundreds or thousands of individuals who are impacted by a project.

Project-level change management involves first identifying the groups and people who will need to change as the result of the project, and in what ways they will need to change. It then involves creating a customized plan for ensuring impacted employees receive the awareness, leadership, coaching, and training they need in order to change successfully. Driving successful individual transitions should be the central focus of the activities in organizational change management.

Change management at project-level is complementary to your project management. Project management ensures your project’s solution is designed, developed and delivered, while change management ensures your project’s solution is effectively embraced, adopted and used.

Prosci® 3-Phase Process provides a research-based approach and full set of tools for applying change management at the project level.

Enterprise Change Management

Enterprise change management is an organizational core competency that provides competitive differentiation and the ability to effectively adapt to the ever-changing world. An enterprise change management capability means effective change management is embedded into your organization’s roles, structures, processes, projects and leadership competencies. Change management processes are consistently and effectively applied to initiatives, leaders have the skills to guide their teams through change, and employees know what to ask for in order to be successful.

The end result of an enterprise change management capability is that individuals embrace change more quickly and effectively, and organizations are able to respond quickly to market changes, embrace strategic initiatives, and adopt new technology more quickly and with less productivity impact. This capability does not happen by chance, however, and requires a strategic approach to embed change management across an organization

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An Introduction to Change Management Guide

The data is clear: even when organizational changes meet technical requirements and milestones, they can still fail to deliver results and benefits. What’s missing? Change management. Organizations that embrace change management are more likely to achieve project objectives, stay on or ahead of schedule, and stay on or under budget.

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