Process of Change and why it needs to be managed

The Sigmoid Curve (Charles Handy's The Empty Raincoat)

The Sigmoid Curve is a widely used mathematical function. Here it depicts a classic life cycle that traces the stumbling start, the rise and success, and the eventual decay of business (it is true even for empires, organizations, products, processes and even an individual person or career). Evolution of Technology, Innovation in digital models and disruption in existing processes is compressing the life cycle further.

With effective change management, it is possible to keep growing by "pivoting" or implementing change for "new start" which takes towards new direction / new growth. When we think of organizational change, we need to think in terms of where we are currently on the curve and the need to keep searching for change that takes the organization in the new growth path.

As easy as it looks, there are two challenges. One is to recognize that change is required and two is to implement it and deliver it. There are many research studies that analyze the factors contributing to success in change management. (Read: What works for Change Management). These include involvement of the leadership, effective communication practices, alignment with the organizational strategy, appropriate training and facilitation among others.

The Change Kaleidoscope: Balogun and Hope Hailey (2008)

While there area many types of Organizational change, they are broadly divided into 4 types based on the nature of change and end result of change.

The Change can also be a project driven change or organization driven change.  

	Project Driven Change	Organization Driven Change
Change Drivers	Focuses on specific initiatives with defined objectives and timelines. Support the achievement of project goals.	Addresses strategic, long-term shifts in the entire organization. Support the strategic Goals and Objectives of the Organization.
Scope	More focused and specific in scope. Involves making changes within a defined project or initiative, often with a clear start and end date.	Refers to broader, more strategic changes that affect the entire organization. Often involve shifts in the overall culture, structure, or business model of the organization.
Purpose	The primary purpose is to achieve the specific objectives and deliverables of a particular project.	The primary purpose is to enhance the organization's long-term performance, competitiveness, and adaptability.
Duration	Has a defined timeline and is typically temporary in nature.	Typically ongoing and may span an extended period.

While the ACMP Standard does not mandate particular activities or process steps, the generally accepted practice is to follow the following change management process groups.

1) Evaluate Change Impact and Organizational Readiness: to assess, evaluate and anticipate stakeholders and organizations readiness, ability and capacity to undergo a change.

2) Formulate Change Management Strategy: to develop the high-level approach for change management with sponsors, change leaders, and others on the project.

3) Develop Change Management Plan: employ specific change management methodologies and tools to develop detailed plans for implementing the strategy.

4) Execute the Change Management Plan: implementation of work / actions as per the Change Management Plans

5) Complete the Change Management effort: reinforce the work, determine the effectiveness, monitor progress and transition.