It used to be that change management is the ‘poor’, neglected cousin of other disciplines in terms of access to functional software to assist in its performance across every aspect of change and risk management. There is a wide range of software available for a range...
Managing multiple change initiatives is not a new concept nor is it new to organizations. What is perhaps ‘newer’ is how change practitioners are using data to manage multiple changes. Change practitioners that manage a portfolio of initiatives used to focus on...
For ambitious organisations undergoing constant transformations, effective change management is no longer a “nice-to-have” function; it’s a critical enabler for organisational success. As organisations face increasing complexity, digital transformation, and shifting...
When I was a kid, I used to love my Walkman. I’d create mixed tapes of my favorite songs and share them with friends, spending hours discussing our favorite tracks. The rewind button on my Walkman got a lot of use, and I couldn’t imagine anything ever replacing it....
Managing a set of change initiatives through a systematic approach in the project intake process and portfolio management process, often outlined in a table of contents, is relatively new for some organizations. This strategic approach is drawn from the portfolio...
Enterprise change management reporting is changing. In today’s dynamic business environment, it no longer consists of general updates on organisational change management efforts, change leaders, streams of project progress, or updates on various change capability...
Exploring Organisational Structures for Optimal Enterprise Change Management Change is an inherent part of every organization’s journey towards growth and adaptability in an ever-evolving business landscape. In the realm of change management, one critical...
Managing change saturation and change fatigue can be tricky, but a common occurrence and a status quo for large companies when various types of changes occur in unison. External factors mean that the volume of change is often necessary. It is not...
Change governance maturity varies widely across organizations - from those with established PMOs and formal governance structures to others that rely on existing operational and executive forums without formal change governance setups. Change managers must tailor...
Here is a paradox that plays out in large organisations with uncomfortable regularity. The more complex and frequent the change environment becomes, the more pressure falls on the enterprise change management function to deliver results. And yet, precisely when that...
Ask a senior leader whether they have adequate sponsorship for each of their change programmes, and most will say yes. Ask them how much cumulative change load their front-line teams are carrying across the full portfolio right...
Managing multiple changes simultaneously is not an edge case in enterprise transformation. It is the norm. Most large organisations are running ten, twenty, or more concurrent change initiatives at any point in time. The assumptions that change practitioners rely on...