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Drive Adoption and Sustain Transformational Change

Champion OCM and leave nothing behind.

  • Organizations need to undergo fast and effective changes to remain relevant.
  • Changes are occurring with increased frequency.
  • There’s a high dependence on IT to succeed at these changes.
  • Yet, changes are still more likely to be unsuccessful than successful.

Our Advice

Critical Insight

  • Organizational Change Management is not about creating a “Communications Plan” just before go-live. It is about making sure every change delivers value by driving user adoption and ensuring solutions are appropriate and understood.
  • One size does not fit all. Managing organizational change does not mean adopting every recommendation from best-practice OCM frameworks. Build your OCM canvas with activities that suit your change and organization.
  • OCM should go back to the origin of the idea and support and engage people throughout the process, rather than last minute OCM approaches or starting OCM only when encountering resistance. Doing the right thing at the right time is critical for success.

Impact and Result

Successfully adopting and sustaining changes, and realizing the intended benefits through:

  • Ensuring that OCM is actively considered from beginning to end, from assessing impacts and empathizing with impacted groups to understand their needs all the way to making change “normal practice”.
  • Breaking changes into digestible components to make it manageable. Organizational Change Management does not need to be complex. Setting short term goals will help the change process go smoothly and achieve success.
  • Planning for the unexpected. Working with people brings different challenges that must be addressed, consider the emotional, behavioral, and cultural factors that foster resistance and inhibit adoption.
  • Taking the time upfront to be planful about a sustainment strategy and refining it accordingly along the way to prevent resorting to old behaviors.

Drive Adoption and Sustain Transformational Change Research & Tools

1. Effective Organizational Change Management Deck – A comprehensive guide to drive value and adoption through effective OCM.

This PowerPoint presentation provides instructions for creating a organizational change management strategy for a certain change.

This guide includes OCM activities to be done as soon as the change ideation phase and even after the change efforts are closed. After assessing an organization’s current OCM practice and choosing the right pilot, this PowerPoint guides organizations through preparing, planning, implementing and sustaining phases. Each phase includes exercises and advice on how to create an effective OCM strategy.

2. OCM Maturity Assessment – An Excel tool that brings all together to assess your organization’s current OCM capabilities.

This Excel workbook helps organizations identify their areas of strength and where to focus their efforts regarding OCM practices. This is done in 2 steps: a cultural readiness assessment and a process maturity assessment.

3. OCM Workbook – A one-stop Excel workbook to help you plan your OCM strategy to ensure success.

This Excel workbook provides a one-stop tool for organizations to prepare, plan and document their OCM strategy, including impact assessment, impacted groups analysis, critical change moments, metrics, communications and training plan, feedback gathering and sustainment plan.

4. OCM Change Plan Template – A PowerPoint presentation for documenting the OCM strategy as planned.

This PowerPoint presentation will document your OCM strategy and steps towards adopting change. This aims to act as a consolidated guide for the change team.

5. Sustainment Components Catalog – A complete catalog to ensure sustainment is planned for early and implementation tactics are clear.

This PowerPoint presentation informs and illustrates with examples how to assess if there’s a plan in place for every core and supplementary sustainment component as well as advice on implementation tactics for each of them.

Organizations are to assess and choose those supplementary sustainment components that are suitable for the organization and the change in hand.

6. OCM Communications Template – A concise presentation template to visually consolidate and communicate the change purpose, vision, progress, and adoption throughout the change process.

This PowerPoint template provides a suggested layout to communicate with every impacted group/individual. The template aims to summarize the change purpose, vision, progress, adoption, insights and the ask or what the change team needs from the impacted group/individual they are communicating with.


Workshop: Drive Adoption and Sustain Transformational Change

Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn't enough, we offer low-cost delivery of our project workshops. We take you through every phase of your project and ensure that you have a roadmap in place to complete your project successfully.

Module 1: Answer “Why and What?”

The Purpose

Assess the organization’s OCM maturity and the drivers forcing the organization to change.

Key Benefits Achieved

  • Understand organization’s current strengths and weaknesses regarding OCM, the purpose of the chosen change, and develop a compelling future-state vision.

Activities

Outputs

1.1

Assess the current OCM maturity.

  • Cultural readiness and process maturity results
1.2

Define the change pilot.

1.3

Identify change drivers, value sources, and create a purpose statement.

  • Purpose statement
1.4

Create a change vision statement.

  • Vision statement

Module 2: Prepare and plan the change

The Purpose

Assess impacts, risks, analyze impacted groups to identify the required change team and break change into critical change moments.

Key Benefits Achieved

  • Clear understanding of impacts, risks, and impacted groups’ needs.
  • Defined change team, roles, and responsibilities.
  • Overall change broken into digestible critical change moments with identified metrics.

Activities

Outputs

2.1

Assess organizational change impact.

  • Identified impacts and risks
  • Risk score and rating
2.2

Analyze impacted groups/individuals.

  • Impacted groups/individuals map
  • Impacted groups/individuals network
2.3

Define the change team and roles.

  • Identified change team and RACI matrix
2.4

Break change vision into critical change moments.

  • Critical change moments, owners, targeted dates, dependencies, success criteria and celebrations
2.5

Identify success metrics.

  • Defined success metrics

Module 3: What to expect during the change process

The Purpose

Create tailored communications, training, resistance management and feedback gathering plans.

Key Benefits Achieved

Tailored plans to fulfill impacted groups/individuals needs rather than leaders’ guesses.

Activities

Outputs

3.1

Create a communications plan.

  • Communications plan
3.2

Identify gaps and plan for required training.

  • Training plan
3.3

Define resistance management tactics.

3.4

Define feedback gathering and evaluation methods.

  • Feedback gathering plan

Module 4: Achieve and sustain the intended value

The Purpose

Plan upfront a sustainment strategy.

Key Benefits Achieved

Clearly identified required sustainment components and plans to implement them.

Activities

Outputs

4.1

Identify the required sustainment components.

  • Sustainment plan
4.2

Plan for post-project sustainment, and benefits realization accountabilities.

  • Accountabilities and RACI matrix for benefits realization after the project is closed

Drive Adoption and Sustain Transformational Change

Analyst perspective

The pace of change has never been faster, and the urgency to embrace change has never been more crucial.

While the speed, frequency, and interdependence of changes increase, so too does the rate of change failure. The missing piece of the puzzle is about people: their expectations, emotions, behaviors, culture, habits, beliefs, and resistance. Technological evolution continues to accelerate, but the on-time, on-budget execution of projects won't drive value if customers and users are not willing, able, or committed to adopting these projects' outcomes.

Addressing the people side of the change equation will look different for every organization and will probably be different for various groups within the same organization. Effective organizational change management (OCM) is not about adopting every best practice found; instead, it's about assessing and right-sizing OCM efforts according to people's needs.

Investing in supporting people during change should be as important as investing in the latest technologies – only then will we be able to realize and sustain the value we want and expect.

A picture of Laura Herran Sanchez

Laura Herran Sanchez
Research Specialist, Special Projects
Info-Tech Research Group

Drive Adoption and Value From Organizational Change

Champion OCM and leave nothing behind.

EXECUTIVE BRIEF

Executive summary

Your challenge

The next generation of technologies requires:

  • Acknowledgement from organizations that they need to undergo fast and effective change to remain relevant.
  • An ability to sustainably accelerate to keep pace with the increased frequency of change.
  • Confidence in IT to reliably execute these changes.
  • Unfortunately, change efforts remain more likely to be unsuccessful than successful.

Common obstacles

Some of the major factors preventing organizations from achieving value from new technologies include the following:

  • Projects are staffed but change management is not, resulting in limited accountability for solution adoption and value realization.
  • Change management activities are introduced too late, the impact of the change is not fully understood, and negative effects are not mitigated.
  • Value delivery is delayed, which can lead to intended outcomes getting lost and even defunding.

Info-Tech's approach

Effective organizational change management (OCM) can help you achieve and sustain intended value and benefits by:

  • Ensuring that OCM is actively considered from the beginning through to the end of a project.
  • Breaking change up into digestible components to make it manageable.
  • Planning for the unexpected.
  • Taking the time upfront to be planful about a sustainment strategy.

Info-Tech Insight

OCM is not about creating a communications plan just before go-live. It's about making sure every change delivers value by driving user adoption and ensuring solutions are appropriate and understood.

Your challenge

All IT leaders and organizations are at risk of falling behind if they do not embrace emerging technologies fast enough.

  • Today's landscape is constantly evolving, making it necessary for organizations to adopt organizational changes faster and more frequently.
  • Transformation efforts require enormous financial investments and time, but the return on that investment is rarely defined and realized.
  • Organizational strategies are often driven and enabled through technologies, resulting in a high dependence on IT to ensure success.
  • IT leaders and organizations must cope with various change initiatives happening simultaneously that vie for the same resources.
  • Completed projects aren't necessarily successful projects. Most fall short of stated objectives and expected value is often not achieved or sustained long term.
  • Failing to achieve the desired results can erode IT's relationship with other parts of the organization.

85% of organizations agree that embracing new technologies will drive transformation in their organization.
Source: World Economic Forum, 2023

"51% of technology executives have not seen an increase in performance or profitability from digital transformation investments."
Source: KPMG, 2023

Common obstacles

The following obstacles make technology adoption and value realization difficult to achieve for many organizations:

IT leaders and business leaders are not aligned before, during, or after transformation initiatives.

Transformation and change are terms often used interchangeably, resulting in the false belief that both are happening when they're not.

People believe that they can transform the organization simply by implementing technologies, deprioritizing or overlooking the critical human aspects.

Organizational change is perceived as a project with an end date instead of as an ongoing practice, so it is rarely sustained, and the anticipated post-project value is not realized.

Last-minute approaches to OCM are always ineffective and inauthentic.

While stated belief in OCM concepts is virtually ubiquitous, the reality is that the adoption of OCM practices is near zero.

One reason for high failure rates is that most leaders focus on the processes – the hard skills and tools needed to create the desired result – and they underestimate the challenges related to the people.
– David A. Shore, Faculty, Harvard University

47% of employees believe alignment issues have been preventing projects from meeting objectives.
Source: Lucid, 2023

Info-Tech's approach

By implementing effective OCM, your organization can drive adoption and value.

An image of the Info-Tech approach to OCM implementation, Phases 1-4. Prepare for change, Plan the change and implement the change cycle and Sustain the change.

The Info-Tech difference:

  1. OCM starts at the point of idea origin and supports people throughout the process to ensure engagement and commitment.
  2. Take the time upfront to be planful about your change and sustainment strategy.
  3. Assess readiness and all vested interests to create a customized, relevant, and detailed action plan to effectively address change.
  4. Consider the emotional, behavioral, and cultural factors that foster resistance and inhibit adoption.
  5. Break change up into digestible components to make it manageable.
An image of Info-Tech's Drive Adoption and Value from Organizational Change.

Organizational change is not just beneficial – it's crucial

Changes are happening faster and more frequently. Inability to actively adopt change will lead organizations to failure.

  • Dealing with sudden changes and unexpected disruption is the new norm. Organizations need to be able to pivot and quickly adapt if they want to survive.
  • 56% of senior executives that have seen an increase in the number of change projects have seen an increase greater than 25%, while an additional 25% have seen an increase greater than 50% (Harvard Business Review, 2023).
  • Changes are not only driven by crisis but also by emerging technologies, changing needs or expectations of interest groups, fierce competition, anticipated opportunities, and other internal and external forces.
  • Organizations in the modern world need to do more than react to change drivers. They should actively anticipate and embrace them to stay relevant and generate value.

85% of senior executives have seen an increase in the number of change projects.
Source: Harvard Business Review, 2023

85% of CIOs believe their role is shifting to that of a changemaker.
Source: Foundry, 2023

With the rapid increase of change, OCM can no longer be overlooked or misunderstood

  • OCM addresses the people side of change.
  • OCM manages change that requires replanning and reorganizing of things people are already doing, causing them to feel like they have lost control over aspects of their jobs (Journal of Organizational Change Management, 2017).
  • OCM is a framework for managing the introduction of new processes and technologies to ensure adoption by those affected.
  • OCM can help improve outcomes on any project where you need people to adopt new tools and procedures, comply with new policies, learn new skills and behaviors, or understand and support new processes.
  • OCM involves tools, templates, and processes to help project leaders analyze the impacts of a change, engage impacted groups/individuals, and train users on new technologies and processes.
  • OCM is a separate body of knowledge, but as a practice it is inseparable from both project management and business analysis.

Champion OCM and leave nothing behind.

About Info-Tech

Info-Tech Research Group is the world’s fastest-growing information technology research and advisory company, proudly serving over 30,000 IT professionals.

We produce unbiased and highly relevant research to help CIOs and IT leaders make strategic, timely, and well-informed decisions. We partner closely with IT teams to provide everything they need, from actionable tools to analyst guidance, ensuring they deliver measurable results for their organizations.

What Is a Blueprint?

A blueprint is designed to be a roadmap, containing a methodology and the tools and templates you need to solve your IT problems.

Each blueprint can be accompanied by a Guided Implementation that provides you access to our world-class analysts to help you get through the project.

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Authors

Travis Duncan

Brittany Lutes

Laura Herran Sanchez

Carlene McCubbin

Barry Cousins

Contributors

  • Juan Manuel Gomez, Former Organization & Transformation Director
  • Luz Stella Bernal Vargas, Director of Client Solutions – Prosci Latam
  • Francis Hartman, Organizational Change Program Advisor & Chief Consultant – My HR Coach
  • Tracy Uren, Change Management
  • Valentina Samayoa, Global Sustainability & Digital Transformation Manager - BecauseEnergyMatters

Search Code: 105385
Last Revised: August 15, 2024

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