Organizational Change Management

OCM

The Organizational Change Management (OCM) capability is the ability to plan for and manage IT-related change, and to support organizations as they go through it. OCM covers gaining and maintaining commitment to change, implementing and evaluating the impact of change, and embedding sustainable change processes in the organization.

Structure

OCM is made up of the following Categories and CBBs. Maturity and Planning are described at both the CC and the CBB level.

AChange Leadership

A1Governance and Steering: Put in place governance and steering, and a dedicated sponsor, to oversee individual change initiatives. Ensure decision rights and accountabilities are appropriately assigned. Evaluate, direct, and monitor IT structures and resources to support change initiatives.
A2Team Building and Participation: Establish team structures to facilitate change initiatives. Ensure change teams have the necessary skills and competences, providing training where necessary. Ensure individuals understand their role in the change. Put in place structures, targets, incentives, and rewards to encourage active participation and to empower employees.
A3Communication and Engagement: Clearly communicate the vision for change. Plan stakeholder engagement. Maintain active communication throughout the change, underscoring senior management commitment. Communicate the benefits of change to individuals. Encourage active participation and mobilize support. Develop and maintain good working relationships with change agents and participants.
A4Organizational Change Culture: Assess and understand the organization's change culture, including the capability and capacity for change. Put in place strategies to build a culture of collaboration, agility, innovation, and openness to change.

BChange Readiness

B1Need for Change: Ensure that an accurate diagnosis of the need for change is arrived at with due regard to potential risks. Actively communicate the need for change, its level of urgency, and its expected benefits.
B2Change Models and Methodologies: Build organizational knowledge regarding change types, change models, and change approaches. Ensure the change methods selected are compatible with the organization's change culture.

CChange Transition

C1Strategy: Develop a change strategy with involvement from the wider organization and informed by the organization's strategy. Design strategy according to organizational change capacity and capability. Establish clear goals, expected outcomes, benefits, and metrics.
C2Planning: Set out a change plan that defines the projects, programmes, and activities needed to achieve and sustain the required change in the context of all previous and planned changes. Develop a risk management plan. Plan business integration. Maintain momentum by planning for and achieving short-term goals.
C3Implementation: Implement and deliver outcomes from projects, programmes, and activities related to change initiatives. Mobilize and empower change participants both to implement planned activities and to initiate activities that support changes. Manage the integration of the changes into the day-to-day running of the business.
C4Impact: Monitor the change impact and celebrate achievements. Adjust the change plan as necessary to ensure that the intended impact of change is achieved and to mitigate risk.

DChange Sustainability

D1Embed Change: Track the impact of changes throughout the organization. Continue communication and engagement activities after change initiatives have been implemented, and highlight their achievements.
D2Evaluation and Learning: Use appropriate data and metrics to evaluate the implementation of the change and the change impact. Engage change participants and stakeholders in order to obtain insights. Reflect on the successes and failures, and integrate learnings into the change process. Communicate evaluations and learnings widely.

Overview

Goal & Objectives

An effective Organizational Change Management (OCM) capability aims to:

Put in place effective governance and steering, as well as appropriate IT structures and resources, to support the change.
Establish effective, competent, and motivated teams.
Build a culture of collaboration, agility, innovation, and openness to change.
Accurately diagnose and communicate the need for change.
Maintain active communication and engagement throughout the change.
Build organizational knowledge regarding approaches to change.
Define the strategy and activities needed to achieve, integrate, and sustain the required change.
Monitor the change impact and celebrate achievements.
Ensure reflection and learning are built into the change process.

Scope

Definition

Improvement Planning

Practices-Outcomes-Metrics (POM)

Representative POMs are described for OCM at each level of maturity.

2Basic

Practice
Define IT structures, resources, and needs at the initial change approval stage.
Outcome
The expected requirements are known when the initiative approval is being decided on and can be planned for accordingly.
Metric
% of change initiatives with needs defined at the initial change approval stage.
Practice
Communicate the need for change at the organizational level.
Outcome
Understanding of the case for change is emerging.
Metric
% of stakeholders to whom the need for change is communicated.
Practice
Define the projects and activities required to achieve the change.
Outcome
There is clarity on what change projects/activities need to be executed.
Metric
Existence of a change plan with defined projects and activities.

3Intermediate

Practice
Review and revise IT structures and needs throughout the change initiatives.
Outcome
The requirements for change initiatives are kept up-to-date throughout the change life cycle.
Metric
Existence of a formal change needs review process.
Practice
Actively communicate the need for change and its level of urgency to change participants.
Outcome
Participants are motivated to action.
Metric
% of stakeholders to whom the need for change and the urgency for change is communicated.
Practice
Define clear targets and goals for the different stakeholder groups.
Outcome
The change plan is targeted to different stakeholder groups and has an agile business focus.
Metric
% of change plans that include targets and goals for different stakeholder groups.

4Advanced

Practice
Align governance to that of complementary activities — e.g. project management.
Outcome
The boundaries and interdependencies with complementary activities are clear.
Metric
% of change initiatives where boundaries are documented.
Practice
Recognize and celebrate progress.
Outcome
Participants are motivated by recognition and awareness of efforts.
Metric
# of individuals publicly recognized for change progress and promotion.
Practice
Include some scope for experimentation and local improvement efforts in the change plan.
Outcome
There is buy-in from change participants and the agility to adapt to continuous change is fostered.
Metric
% of change plans that include scope for experimentation and local improvement efforts.

5Optimized

Practice
Actively anticipate resource requirements.
Outcome
There is optimal resourcing throughout the change.
Metric
% of change initiatives impacted by resource shortages.
Practice
Engage with individuals on change awareness across the full change life cycle.
Outcome
Individuals adapt with ease to the emerging situation.
Metric
# of individuals publicly recognized for change progress and promotion.
Practice
Include a feedback mechanism to ensure adaptability and optimization of the change plan.
Outcome
The organizational culture supports adaptation to continuous change and the development of resilience to change.
Metric
# of feedback items reviewed and incorporated into the change plan.

Reference

History

This capability was introduced in Revision 18.10 as a new critical capability.