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In a previous article, we discussed the level of change management required for a company to achieve true transformation. Just as a reminder, the mutually inclusive elements include:
Thinking in terms of these key elements, we can see how organizations mature their change management competency from immature or nonexistent through institutionalizing change management, to making it a strategic advantage of the company.
This progression is not necessarily linear. Many companies start off quite capable of responsive change, but with growth become siloed and less agile. At some point, however, realize their position and begin the long road back to responsiveness.
Most companies we encounter in our DX practice are somewhere in between “Isolated Application” and instituting “Project Level”. And, the difference between “Project Level” and “Enterprise Level” change management is the difference between building a building and developing an entire city.
So, how can an organization move to “Enterprise Level’ maturity, and fast? Before we can answer that, there are other questions that need answers first:
What is the scale of the organization?
What is the level of expected disruption?
What is the leadership’s attitude toward change management
What investment are they prepared to make?
How independent are your advisors?
What tools and measures are in place?