Change Management Institute UK’s Post

There is an uptick in 'Portfolio Change Management' roles, a great sign as organizations is realizing not only the strategic value of meeting business objectives via strong change management interventions keeping humans at the center, but the importance of managing conflicting priorities. After all, with significant transformations happening and AI taking over, stakeholders are being bombarded with to-dos and not surprising the rise in change fatigue. A change portfolio manager role is much more than checking inter-project dependencies, conflicts and prioritization. Here is my perspective on the role: 1. Negotiator: To be able to push back and get the buy-in from top executives if a program has to be delayed and make a case for business objective alignment. Strong communication skills and empathy is equally important. 2. Strategic Advisor and Partner: Be a coach to change program leadership and provide guidance on best practices; most often projects are led by technical people who requires this help, and a partnership will be greatly valued; not seeing the portfolio person as just an auditor but an advisor. 3. Collaborator: Stay engaged with internal change COE (if already established), communications and training teams. Bring back to them feedback from the project teams that can enhance the change tools, framework et al. 4. Resource Allocator: Be able to convince Buy or Borrow. Resources are more than often stretched across multiple projects and roles. There is an opportunity to bring in the people lens of fatigue, burn out and possible attrition - loss of knowledge. The change portfolio lead has to remain constantly observant of these human emotions and guide resource allocation with best practices, evidence and lessons learned. 5. Continuous Learner and Adapter: Finally, but not the least is continuing to learn about the organization, its latest investments in technology, process and people; the latest in portfolio management - digital tool and techniques. #portfoliochangemanagement #changemanagement

𝐈𝐬 𝐜𝐡𝐚𝐧𝐠𝐞 𝐦𝐚𝐧𝐚𝐠𝐞𝐦𝐞𝐧𝐭 𝐲𝐨𝐮𝐫 𝐛𝐞𝐬𝐭 𝐭𝐨𝐨𝐥 𝐭𝐨 𝐝𝐞𝐥𝐢𝐯𝐞𝐫 𝐒𝐜𝐨𝐩𝐞 𝟑 𝐨𝐧 𝐭𝐢𝐦𝐞?  Top down change management can work within an organization where you can control the process.  It works when you already have a tested solution and just need to roll it out successfully. But Scope 3 has many Stakeholders where top down change control doesn’t work.  Suppliers might comply if they are motivated and invested. But consumers who make up the biggest part of Scope 3 emissions won’t just fall in line.  And we don't yet know what Scope 3 solutions will work in different contexts. A one size fits all approach will not be successful for Scope 3. Instead we need to approach all Scope 3 Stakeholders as potential leaders of change rather than recipients. And instead of managing change, train them to lead change and inspire change in others. Let them drive solutions that work best locally and support them to share those lessons widely.  No top down. No carrot and stick. Rather long term reciprocal relationships as equal experts in the complex Scope 3 process. This is how large scale change works, when leaders are brought together in social learning networks to evaluate solutions, develop best practices, and disseminate lessons learned. Are you trying to manage change when instead you need to mobilize change? #changemanagement #esg #scope3 #sustainability

🌟 Excited to share the unique change management approach we've crafted at Governance House! 🌟 At Governance House, we understand that successful change management is pivotal for any project's success. That's why we've developed a comprehensive approach comprising four key dimensions: 1️⃣ Awareness: We prioritize ensuring that all main stakeholders are fully aware of the project's objectives, scope, and potential impact. If awareness is lacking, we employ our proprietary tools and techniques to effectively communicate and educate stakeholders, ensuring everyone is on the same page from the get-go. 2️⃣ Buy-in: Building on awareness, we strive to secure buy-in from our key stakeholders. We recognize that their agreement and support are essential for the project's smooth execution. Through transparent communication and alignment of goals, we work to cultivate a shared understanding and enthusiasm for the project's components and objectives. 3️⃣ Contribution: We believe in the power of collaboration and actively encourage our main stakeholders to contribute to the project. Whether it's sharing insights, providing feedback, or actively participating in decision-making processes, we value and leverage the diverse expertise and perspectives of our stakeholders to drive meaningful progress. 4️⃣ Capability: Lastly, we ensure that our main stakeholders possess the necessary skills and capabilities to effectively engage with the project. We provide support, training, and resources as needed to empower stakeholders and equip them with the tools they need to contribute meaningfully and confidently. At Governance House, our change management approach isn't just a strategy—it's a commitment to fostering engagement, alignment, and capability among our stakeholders to drive successful outcomes. We're proud to champion this approach and look forward to continuing to deliver impactful results for our projects and clients. 💼✨ #ChangeManagement #StakeholderEngagement #ProjectSuccess #GovernanceHouse #Leadership

Change management is broken—and here’s why: too often, it’s treated as a box to check, not a critical lever for success. Stakeholders bring in change managers but ignore recommendations because they don’t truly understand the value of change management. Without genuine buy-in, even the best strategies fail. And then there’s the talent challenge. Too many change practitioners rely solely on certifications like ProSci but lack the real-world experience to navigate the complexity of change. It’s not enough to learn change from a textbook—you need to have lived it. Change management isn’t just a process—it’s a craft. When done right, it transforms organizations. When done poorly, it becomes a cost with no ROI. What’s your experience with change management? Does your organization view it as a must-have strategy or just another item on the project plan?

Change Management exists to de-risk initiatives while improving their results. How is this accomplished? I've observed six shared characteristics across successful change programs. 1. They're unique 2. Measure Themselves Relentlessly against what they’re trying to achieve. 3. Deliberately define “What’s Different This Time.” 4. Follow the Path of Least Resistance. 5. Know who holds the Keys to Success. 6. Tap the Power of Peers. Take a quick read of the full paper, Six Keys to OCM Impact. Click Here: https://lnkd.in/d5iWMTjk

Has your Organization levelled up to LEVEL 2 in Organizational Change Management Maturity? Who likes "change" at first? ... Maybe no one, but who doesn't like progress? Once we see the benefits exceed the costs, we should be all for it (Buy-in!). Change Projects can help you change for the better, if you go about it in a mature way... Change Management focuses on the people side of change. Project Management focuses on the project side. Together with change team subject experts, stakeholders, and the sponsoring organization your Organization can bring about desired change from one state to another most effectively. Assessing your Change Management maturity will help you improve your Organization's ability to proactively change for the best to always strive to reach your potential and to operate at your best. At Storyboard PM we want to use Practical Principles of Change Management to help you get to a Level 5, so your career/business/organizational development goes more smoothly through better change management initiatives and better improvement project implementations. Here's our overview of Level 2 Change Management Maturity: 2) Project in a Box * Change for Change Sake, or so it seems (not backed up by sufficient business analysis and sound considerations as to how it affects everyone) * Mimicking Change Projects (without Tailoring it to your Company and its People) * Stand Alone Projects (no integration into the overall organizational structure and between other disparate change efforts) * Lack of consistency, communication, and coordination * Difficulty measuring change efforts * Mitigating conflicts of opinions for how to proceed (without a standard/accepted change project approach) #ChangeManagement #ProjectManagement #BusinessMaturity #BusinessTransformation

Just finished the course “Change Management: Roadmap to Planning” by Christina Charenkova! Check it out: https://lnkd.in/gXAe9QBJ #changemanagement. Christina Charenkova emphasizes the importance of understanding change management terminology and concepts before implementing organizational change. A compelling change vision, aligned with organizational goals, is crucial for driving successful transitions. She advocates creating a case for change to highlight the current situation, reasons for change, and the envisioned future state to inspire urgency and secure buy-in. In her Telco Inc. case study, Charenkova outlines challenges such as the need for service improvements and technology upgrades, with a vision focused on enhancing customer experience to achieve market leadership. She advises identifying impacted teams through project documentation, process maps, and stakeholder interviews to ensure support and commitment. Charenkova stresses the importance of aligning project and change management, balancing timelines with attention to people. This alignment involves creating a change communication plan that engages stakeholders and provides clear, purposeful messages. The core change management team includes roles like change managers, sponsors, leaders, and agents, all essential for driving transformation. Additionally, a change impact assessment helps identify the differences between current and future states, including changes in processes, technology, and culture. Lastly, a change management plan serves as a bridge, ensuring stakeholders smoothly transition to new ways of working. Reference: Christina Charenkova.

How to become a successful independent change management consultant: - Develop deep expertise in change management principles, strategies and tactics - Build a network of relationships with key decision-makers at target companies - Establish your unique value proposition and point of view on change management - Educate your market on the value and ROI of investing in change management - Always track and measure your impact on project and organizational metrics - Continuously build your knowledge and skills through training and certifications Transitioning from the corporate world to independent consulting can be challenging. But by specializing in a valuable niche like change management, proving your worth, and being disciplined about business development, you can build a thriving consultancy on your own terms. Focus and persistence are key.

❗️More and more companies are realizing that they can't successfully transform without change management. In the era of digital transformation, continuous evolution is essential for companies to remain competitive. 📈 As business models and technology quickly become obsolete, the importance of change management grows even more apparent. However, is following a change management framework enough?👇🏻 This article presents great insights into how employing traditional change management techniques doesn’t always produce the desired results when it comes to digital transformation. While utilizing traditional change frameworks can offer benefits, it's crucial to acknowledge that each project and organization is unique. Simply implementing change management methodologies doesn't guarantee the project will succeed. It’s about having the ability to develop a culture and mindset that can handle change effectively.☑️ In our work with clients, we embrace an agile mindset and adopt a tailored approach to address their specific needs and objectives.  We understand that a one-size-fits-all approach doesn't suffice. By customizing our approach, we increase the likelihood of successfully navigating organizational change. 🌐 #salesprocess #changemanagement #changeleaders #strategyconsulting #strategyexecution #leadershipdevelopment #salesconsultant #salesconsulting #customersatisfaction

We often talk about change management in our sessions. At OEB Global Conference we actually got the question: How do you see the relationship between change management and L&D. There is lot to say about this, but here is a short answer we see helps a lot of L&D professionals: Any change in the organisation needs to be supported by L&D. L&D needs a seat at the table of major change. Whether it is digital transformation, process implementations, job changes. Now L&D needs to be clear on its role in this. It shouldn't be the projectleader, or program manager nor should it be the architect of the change. L&D needs to be there to understand what is going on and where it can support. Change implementation often consists out of communication and "training". The latter is where L&D expertise is always needed. Otherwise you will run the risk there is no learning impact in the implementation. Then: people are not showing a change in behaviour, are still doing the old stuff or are not even using the system. Recognise this? You can use our map to discuss what role you play in change management in your organisation.