Organization Change Management

Success of any OCM program execution to great extent depends on change communication approach.

The main challenge here is that, as long as organisational change timing is measured in months, it may take years or eternity for employees to adjust. Therefore, in business transformation field, usually there is a huge discord between change participants’ behavior, and change managers’ expectations.

ADAPTIVE SAG required communication & Change management:

TO WHOM	WHAT	WHEN	FORMAT	FREQUENCY
Local Management	Program objectives Overall project plan Project progress	3-6 months before execution 3-6 months before execution Weekly/monthly	Overall communication package Project card & information calls Newsletters	3-6 months before execution Weekly/monthly Weekly/monthly
Employees impacted	Program objectives Individual impact Timelines Severance package	At least 2 months before transition	Overall communication package F2F discussion	At least 2 months before transition At least 2 months before transition
Other employees	Program objectives Timelines New operating model Change of the responsibilities	At least 2 months before transition	Overall communication package F2F discussion Newsletters	At least 2 months before transition At least 2 months before transition Weekly/monthly
External parties	Information about the changes in process execution New contact details Communication streams	Just before go-life	Official email communication from local site management Repeated individual vendor communication	Just before go-life Where needed

Change management programs work provided that: (1) People know what they are supposed to do and why; (2) People have skills and tools necessary to operate; (3) People take responsibility to work according to the new standards – as they see they can clearly benefit from them.