Organizational Change Mgt
The results you require,
the change skills you need
DSA provides a comprehensive set of OCM Capabilities, Tools, and Methods to assure Sponsor, Stakeholder, and End User Buy-in and Adoption through the entire course of the initiative. Our tools and methods are comprehensive and tailorable to align with to a methodical execution of your improvement initiatives.
Best Practices for Organizational Change Management
Application of a comprehensive set of OCM best practices will reduce cognitive dissonance through the course of your program and ensure Stakeholder and sponsor buy-in/adoption. The best OCM practices are aligned with behavioral and organizational adjustments that will help accommodate change in the present and sustain that change well into the future.
Ideal change management projects ensure stakeholders understand how the change will affect them, what support, responsibility, accountability, and tools they will have to make the change happen. It doesn’t matter how big or complex the organization is, or what kind of changes have been proposed—the best practices are roughly the same.
Our OCM Approach at a Glance
Plan Carefully.
In order to implement successful changes, you will need to imagine what the best possible end result will look like once it’s all said and done. With this vision in place, then it’s a matter of listing and documenting the necessary tasks to accomplish it, and outlining how, and by whom, these tasks will be completed.
Define Your Governance.
A well-defined governance structure and framework for making decisions and a set of pre-defined processes for implementing those decisions. Program structures, roles and responsibilities must be established throughout each level of the organization in order to support change and keep stakeholders engaged.
Assign Leadership Roles.
It’s important that you establish dedicated organizational leaders, both at the top and throughout the organization, to keep the change management process stable. The chosen leaders should be committed, reliable and able to influence others to get on board through their example.
Keep Stakeholders in the Loop.
To ensure participation, support and broad organizational commitment, it’s necessary to keep all stakeholders in the loop and updated through the entire course of the initiative. Critical lines of communication are made with regular cadence that both inform and encourage participants to voice their concerns.
Find and Support Advocates.
Good advocates demonstrate strong leadership abilities as well as other professional and personal strengths that attract respect from others. By identifying program advocates early on, and providing them with additional training and engagement, you can set a more positive tone that will ensure a smoother process with fewer hiccups.
Constantly Assess and Review.
Through effective monitoring and measurement of the rates of adoption through the course of the initiative will better enable the internalization of change There are many different means, both formal and informal, for assessing and reviewing the change process. The goal is to correct any issues quickly and get feedback once corrections have been made to make sure the corrections are working.
Address Workforce Concerns.
Maintaining workforce alignment as you make changes within your organization is critical. This requires a detailed understanding of how the change is affecting the stakeholder community at all levels. People’s needs must be addressed without fundamentally changing the established performance targets for the new process and application environment.
