Organisational Change Management

Why Change Management

“To improve is to change; to be perfect is to change often”, said Winston Churchill.

Being able to develop and implement effective change initiatives is paramount to ensuring
ongoing business success. Change is phrased as the shift in behaviour of the whole
organisation, to one degree or another.

It is the process of continually renewing an organization’s direction, structure, and

capabilities to serve the ever-changing needs of external and internal customers. Change
is any alteration to the status quo in an organisation, initiated by management that impacts
either or both the work and the work environment of an individual. In today's business
environment: speed and agility provides a great deal of competitive advantage.
Organisations that respond to the business environment are better prepared to meet
competition.

When change is involved, most organizations struggle with resistance, saturation,

conflicting priorities, and so on. A change-saturated environment determines individual
behaviours such as disengagement and confusion, projects failure and lack of benefits,
and organizational symptoms such as a decline in productivity, high turnover, and
absenteeism.

Change Management is thus a structured approach and set of tools for mapping and
understanding the cumulative and collective impact of the portfolio of change on
employees throughout the organization. Resistance to change is completely normal, unless
it becomes persistent and dangerous for the project.

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The benefits of Change Management

The Practitioner’s skills

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Target Group
The training Change Management is designed to provide insight into the basic processes
of, understanding, and is therefore especially suitable for:

 Senior Managers: Directors

 Project and Business Managers
 Change Leaders and Managers
 Business Change Managers (Change Agents)
 Business Analysts
 Development and Planning Managers
 HR and Organisational Development Practitioners
 Consultants and Facilitators

Knowledge Objective
 Identify organisational drivers of a change initiative and the links with governance
structures.
 Apply an appropriate process framework to help plan and understand
organisational change.
 Use a range of organisation paradigms to understand, support and sustain change
processes, taking account of the culture of the organisation.
 Establish a clear framework of roles, skills and activities through which leaders
from different levels can support and sustain the change process.
 Build a change team.
 Help prepare people for change.
 Support the identification of and mapping of stakeholders and help develop
approaches to build and maintain engagement.
 Draft the communications plan for a change initiative.
 Recognise signs of resistance to change and propose actions to mitigate it.
 Propose a range of levers by which a change can be sustained and become
embedded in the organisation.

For Change Practitioners

Change Practitioners provide support and coaching to managers and supervisors as they
help their direct reports through transitions, and to project teams as they integrate Change
Management activities into their project plans.

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 The Practitioner should know

 How to apply a structured methodology.

 The way people go through a change and the change process.
 Best practices in Change Management.
 The latest trends in Change Management discipline.


The Practitioner should be skilled in:-

 Thinking strategically, supported by strong tactics.

 Creating Change Management strategies and plans.
 Leading Change Management activities.
 How to communicate and to listen, and to create strong empathic bonds.
 Supporting communication efforts.
 Assessing the change impact.
 Supporting training efforts.
 Planning for resistance management.
 Planning for multiple, simultaneous, change.
 Flexibility and perseverance.

SRTC Projects Challenges / Suggestions

Project Challenges Suggestions

ZRP 1. SPSI development team do not respond to the client’s 1. Regular Communication: Talking through
requirements specification but instead decides for the issues in the workplace when changes are
client. coming. Discussing what is happening and
2. There seem lack of project information dissemination potential impacts on the workplace keeps
from the Top management. speculation down and morale up.
3. There seem to be reluctance of SPSI to expedite petty 2. Incentivize employees, when deciding how
change requests from clients. to reward efficient productive employees,
4. There are Procurement delays in getting equipment taking into account their needs or
from stores. preferences.
5. There could be a challenge with Role Clarity within the
organization.
6. Perceived unfairness.
7. There seem to be hardware challenges with provided
Laptops.

Business An interactive engagement transformation on projects 1. Ensure project success (client

Analysis for the Government entity. acceptance, customer satisfaction,
project within budget),
2. Improve team morale (SPSI and SRTC),
3. Not to lose momentum on other
projects.

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Procurement 1. Clarity on organization vision and goals
2. Role clarity
3. Reporting structures
4. Measurable key performance indicators
5. Training needs analysis (Individual Development
Plans)
6. Communication plan (Amongst all stakeholders) on
changes to be made
7. Strategic fit between operating environment and
chosen strategies e.g. payment before receiving
product as opposed to establishing accounts with
suppliers and monthly payments are done especially
in this volatile environment
Stores 1. Understanding the political and business
environment.
2. Clarity of short term or long term goals of the
company.
ZBC 1. Planning Scope Creep as an operations team.
2. Planning for Change Management aligned with
each project module deployment.
3. Buy in from all project stakeholders from project
inception to minimize resistance.
Call Centre 1. Recruiting proper caliber for Call Centre operations. 1. Need for a software to queue and direct
2. Diverting experienced staff to other projects reduces
the efficiency of Call Centre when a new employee has
to learn the processes.
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1. Definition of area of change (Business
Process Reengineering, reporting
structures, systems change etc.)
2. Communication plan
3. Forces for and against the change
4. Risk assessment and management plan
e.g. cost, program failure and ways of
mitigating
5. Define stakeholder pyramid and how
change will affect each of them
6. Define the change management team
and their roles in the change process
7. Carry out the change management plan
detailing areas, responsibility, budget and
time frame
8. Resistance Management Plan
1. The changing political and economic
environment requires Change
Management to keep abreast with
emerging competition.
2. To include the short and long term goals
from the executives for management to
execute.
1. Alignment of Key Project Requirements
from Engagement with Client to Project
Implementation.
2. Clear Communication.
3. Mapping of step by step processes that
will effect change and who will be
affected.
4. Addressing Staff concerns related to
change.
5. Management planning and anticipation
of risks and challenges.
6. Management of costs associated with
change management and the project
7. Support for change management.
8. Stakeholder Management.
Call Centre calls
2. To find the best way to reduce Staff
turnover to other projects.
3. To find the best way to incentivize Call
Centre employees
IT 1. Payments taking too long to be effected thereby
causing project delays
2. Demotivated staff and low morale
Municipalities 1. Misunderstanding the business of our clients with a
view to modelling better working processes
2. Failure to appreciate new key business benefits
against varying requirements for individual clients.
3. Mismanagement of key intra & inter-personal changes
and their impact to the business processes.
4. Non-participation in new business implementation
processes.
Tolling/CBM 1. Lack of buy-in from Tolling Controllers that can
enhance the efficiency of Tolling Operations
2. Slow to put legislation that will make Tolling
processes clearer.
3. Lack of willingness to act against system offenders.
4. Lack of willingness to offer their Cashiers for
continuous training - CBM.
1. We need faster turn-around time from
Dev. Team.
2. We need dev team to respect our
concerns.
3. Quick turn round time for payments.
4. Adhere to minimum order quantity
standards.
1. Skills training on managing integration
processes
2. Project walk through leading to end to end
process.
3. Managing role changes, integrating
towards a broad businesses sense.
4. Reviewing performance outcomes against
clientele expectations.
1. Taking ownership of the Tolling
operations.
2. User role clarity that may increase staff
complement but increasing efficiency and
controls.
3. Perceived slowness by Dev Team to effect
system change request.