Most of what you read about change is only concerned with the various stakeholders within one singular change journey. This ranges from various change methodologies to techniques and the experience of change, including the ‘change curve’ that dips after go-live and then slowly rises up. Is this really the only value of change? Are we only adding value one change at a time?
In managing change at a program or portfolio level we are overseeing multiple changes. The focus is no longer in focusing on the tactics and execution of individual changes. Instead, the focus is on how to get the maximum organisational impact to maximise value and realise maximum benefits. This is in done in conjunction with protecting the business-as-usual activities and overall business performance.
The ultimate value of change management is in orchestrating change across the organisation. This is not just in terms of change programs, but orchestrating how other departments and business units handle change. Change does not just happen in a project setting, since it is also led by various departments as a part of general business improvement.
Download our table to understand more about how to influence and orchestrate change across the organisation using The Change Compass. The power is in using data to drive visibility, clarity, and understanding of how change impacts not just our employees, but also organisational partners, and customers. In this way, business units such as Strategy, Marketing, HR, Corporate Affairs, and Operations all have a role to play in orchestrating change.
Click here to download our table about change orchestration.
