What is Change Management?

The first time I heard the term “change management” was during an interview back in 2010.  The hiring organization was preparing for a digital transformation that would result in a new system to electronically capture and manage patient health information. More than 125,000 employees would be impacted by the change.    

My initial job was to serve as the communications lead on the project. My cohort included a “change manager” – a role I hadn’t heard of until then – and a training lead.  Together, we were responsible for the strategy and execution of a “change program” that would start with early testing of the software and extend beyond general release.

Change is a requisite for business transformation. Projects that require employees to change some aspect of how they work also require a strategic approach to manage how they transition from their current state to the desired future one.   

Change management is that strategic approach. The practice provides a framework by which to engage employees during various points in a project or initiative’s life-cycle, as well as the processes and tools. Whereas project management aims to deliver “on time and within budget”, change management aims to mitigate employee resistance and increase the likelihood that project goals and business outcomes are achieved. 

Adhering to change management best practice isn’t always easy. Even though our change program was fully integrated into the planning process, we still experienced tension when trying to balance people needs with project timelines.  Sometimes our recommendations were scrapped in order to stick to the schedule. Sometimes we rolled out too much, too fast. This created challenge, but it also led to creative new ways to provide support.

Proactively identifying what people need to feel successful - both practically and emotionally – and then using a systematic approach to meet those needs is what change management is all about.  It’s how you overcome obstacles and accelerate the pace with which individuals accept, adopt and adapt to a new way.   

Change management helps protect the bottom line. Transformation projects can be costly and carry risk.  The biggest risk (in my experience) to the budget and timeline is people. When employees are expected to do their jobs differently as a result of the changes, there’s naturally going to be some opposition. Resistance can lead to declines in productivity, weaker morale and good people leaving. This is costly for any business.

Helping people transition through change is at the heart of every change program. Only when people make the shift on an individual level can an organization truly reap the benefits of rolling out a new system, process or structure.   

Business transformation starts with you. There’s a saying that goes: “Give a man a fish and you feed him for a day. Teach a man to fish and you feed him for a lifetime.”

Understanding change management is a valuable skill set to have, whether you’re in a project-based role, a business leader or a front line employee.  My knowledge of change management served me well in the other roles I took on at the organization.  From field operations to strategy and innovation, it helped to understand that people experience change differently, and which tools to use to help them more smoothly transition.

The good news? Anyone can be a change leader with the right training, and it doesn’t require a costly or time-consuming investment.  Employees who can champion change effectively strengthen overall organizational agility, which is a competitive advantage in today’s ever-changing business environment.