1. As Presented by Sharean Fairman
For Information Technology Training for Women
–Accelerated Business Analysis
June 2012

2. What is Organizational Change Management?
 Organizational Change Management (OCM) is a
framework structured around the changing needs and
capabilities of an organization.
 OCM is used to prepare, adopt and implement
fundamental and radical organizational
changes, including its culture, policies, procedures and
physical environment, as well as employee roles, skills
and responsibilities.
 OCM addresses the people side of change
management.

3. Why Change Management?
 Because new technologies are rapidly deployed in a
constantly evolving global marketplace, organizations
frequently encounter new business challenges and, in
turn, are constantly exploring new business methods and
areas.
 Generally, organizations embrace business, structural and
technological changes. However, people hate change.
 Whenever a change in an organization is mandated, unless
a proper evaluation, planning and implementation
framework is adopted, companies can experience a
backlash from workers who resist the change.
 This why organizational change management is so
important.

4. Why Change Management? Cont’
 Change management is a growing area of business
services. As technology changes the business
landscape, qualified and experienced professionals are
required to guide and assist companies in unfamiliar
territory.
 The change in processes, corporate culture, systems
management and operational objectives that result
from information technology and organizational
change requires careful and dedicated planning.

5. Why Change Management? Cont’
 Change management experts draw on behavioral
models and often have a good understanding of
human cognitive behavior.
 This includes dealing with fear, insecurity, anxiety and
uncertainty.
 They attempt to inject this understanding into the
organizational decision making process to help
companies minimize resistance and maximize the
switch over to the new core objectives.

6. Why Change Management? Cont’
 Leaders are used to operating in environments where
the strategic goals have been established for years and
employees are familiar with existing job requirements
and expectations.
 The evaluation and planning that goes into
organizational change management seeks to anticipate
the likely effect on company resources and labor. By
correctly identifying the end effects change
management experts can advise company
management how best to deal with this process.

7. Effective Organizational Change Management
In order to be successful in organizational change, a Change Manager (CM)
should adopt processes or principles to understand and manage change in an
organization.
Change management principles
 At all times involve and agree support from people within system (system =
environment, processes, culture, relationships, behaviours, etc., whether
personal or organizational).
 Understand where you/the organization is at the moment.
 Understand where you want to be, when, why, and what the measures will be
for having got there.
 Plan development in appropriate achievable measurable stages.
 Communicate, involve, enable and facilitate involvement from people, as early
and openly and as fully as is possible.

8. Effective Organizational Change Management
Change management process
Developed by American John P Kotter (b 1947), a Harvard Business School
professor and leading thinker and author on organizational change
management.
Kotter's highly regarded books 'Leading Change' (1995) and the follow-up 'The
Heart Of Change' (2002) describe a helpful model for understanding and
managing change.
Each stage acknowledges a key principle identified by Kotter relating to people's
response and approach to change, in which people see, feel and then change.

9. Effective Organizational Change Management
John P Kotter's 8 steps to successful change

10. Effective Organizational Change Management
Kotter's eight step change model can be summarized as:
1. Increase urgency - inspire people to move, make objectives real and
relevant.
2. Build the guiding team - get the right people in place with the right
emotional commitment, and the right mix of skills and levels.
3. Get the vision right - get the team to establish a simple vision and
strategy, focus on emotional and creative aspects necessary to drive
service and efficiency.
4. Communicate for buy-in - Involve as many people as
possible, communicate the essentials, simply, and to appeal and
respond to people's needs. De-clutter communications - make
technology work for you rather than against.

11. Effective Organizational Change Management
5. Empower action - Remove obstacles, enable constructive feedback and lots
of support from leaders - reward and recognize progress and achievements.
6. Create short-term wins - Set aims that are easy to achieve - in bite-size
chunks. Manageable numbers of initiatives. Finish current stages before
starting new ones.
7. Don't let up - Foster and encourage determination and persistence - ongoing
change - encourage ongoing progress reporting - highlight achieved and future
milestones.
8. Make change stick - Reinforce the value of successful change via recruitment,
promotion, new change leaders. Weave change into culture.

12. Responsibility for Effective
Organizational Change Management
Responsibility for managing change is with management and executives of the
organization - they must manage the change in a way that employees can cope
with it.
A company is required to hire personnel who have the skills to work with the new
technology processes. This might involve retrenchment of existing staff or an
introduction of training programs to retrain a companies existing skill base.
The manager has a responsibility to:
 facilitate and enable change
 help people understand reasons and aims
 ways of responding positively according to
employees' own situations and capabilities.
Ultimately , the manager's role is to
interpret, communicate and enable
blog.readytomanage.com

13. The Organizational Change Manager
Besides being called an Organizational Change Manager,
one could also be called a;
 Senior Organizational Change Management (OCM) Specialist
 Organizational Change Management (OCM) / Deployment Liaison
 Organizational Change Management Analyst
 Project Manager - Organizational Change Control (OCM)
 Organizational Change Impact Specialist
 Transformational Change Management Senior Associate
 Change Manager

14. Organizational Change Management
Organizational Change Management Firm
Can help an organization thrive
in times of transition using for
example a four-part change
management approach:
 Assess
 Communicate
 Coach
 Train
© 2012 Dashe & Thomson. All rights reserved. http://www.dashe.com/

15. paulsohn.blogspot.com
Change in our dynamic business environment is
constant.
The capability to lead and manage organizational
change is a critical and necessary competency for
business leaders.

16. References
Business Exchange. Retrieved June 28, 2012 from
http://bx.businessweek.com/change-management/jobs/
Organizational Changes -Information Technology And Organizational Change. ©2007 Organizational
Changes from
http://www.organizational-change-management.com/information-technology-and-organizational-
change.php
Effective Organizational Change -How To Bring About Effective Organizational Change. ©2007
Organizational Changes from
http://www.organizational-change-management.com/effective-organizational-change.php
Business Balls. © alan chapman 2005-2012. Retrieved June 27, 2012 from
http://www.businessballs.com/changemanagement.htm
John P Kotter's 'eight steps to successful change' are ©John Kotter 1995-2002
Framework 18: Kotter’s 8-step change model May 10, 2012. Retrieved June 29, 2012 from
http://frameworkaddict.wordpress.com/
© 2012 Dashe & Thomson. All rights reserved. http://www.dashe.com/