Change Management Office

Time to Read: 4 Min

Unlocking Success Through Dedicated Change Management Offices (CMOs)

In the evolving landscape of business, Change Management is becoming increasingly pivotal in driving successful organizational transformations, whether they are strategic, part of the business-as-usual operations, or project-related. 

While managing change within a confined environment might seem manageable, extending it to a national scale, across multiple locations, and involving diverse stakeholder groups is an entirely different challenge. 

Establishing a centralized Change Management capability, supported by standardized processes and methodologies, and fostering widespread awareness of the value of change management, can be a game-changer.

Setting up a CMO can be a daunting task, especially when there are existing pockets of Change Management expertise within the organization. This endeavor requires strong leadership and a clear alignment of the CMO's purpose with the organization's strategic objectives. 

To guide you through the process of establishing a centralized Change Management capability, we follow the 5-phase approach.

1. Phase 1: Assessment within the 3 Crucial Questions

   This phase is the most important phase as it forms the guiding principles of the following 4 Phases.

   It is important to note that we rather not prescribe a one-size-fits-all solution, we work with organizations to answer three crucial questions while building their CMOs:

   1. What should the CMO do? Define the roles and responsibilities of the CMO, clearly articulating what falls within its scope and what doesn't.

   2. How should the CMO look? Decide on the level of centralization or decentralization that suits our client’s organization's culture, structure, and needs.

   3. Where should it live? Determine the most suitable location for the CMO within the organization, considering factors like sponsorship, resources, and organizational culture.

2. Phase 2: Planning

   • Assessment of the Current Environment: We begin by conducting a comprehensive assessment of your organization and its environment. We consider factors like geographic locations, the size of your workforce, and available budget. This assessment should not only help define the strategy, scope, and structure of the CMO but also take into account any existing Change Management capabilities within the organization, which could add complexity later.

   • Business Case: We help you craft a compelling business case for establishing the CMO. This case should articulate the organization's future vision and how a Change Management capability will enable it. It should also emphasize the need for the CMO, outlines the benefits, and highlights the risks and costs (both financial and reputational) of not establishing it.

   • Ensure Structure Aligns with Strategy: We align the proposed CMO structure with the broader organizational strategy. Consider the organization's structure, whether it's centralized, decentralized, or matrixed, and determine the most effective location for the CMO. Engage with existing Change Management departments or teams to ensure a smooth transition and define roles and responsibilities within the new structure.

   • Engage Leadership for Sponsorship: It is imperative to position the CMO within the organization's leadership structures to secure sponsorship and support. We use the business case to demonstrate the value and benefits of the CMO. In environments with low change maturity, we educate stakeholders about the function of Change Management and showcase case studies from related industries to emphasize the benefits. The best way is to apply a structured Change Management on 1 or 2 projects and show the results. Then we highlight the crucial role of leadership in driving successful change.

3. Phase 3: Implementation

   • Change Methodology: We establish a Change Management methodology supported by resources and tools. This methodology will ensure consistent and effective Change Management delivery. Consider the variety of project management methodologies and approaches used in your organization and adapt our change methodology accordingly. Utilize existing methodologies and best practices when possible to save time and resources.

   • Tools and Templates: We develop tools and templates fitting to the Corporate Culture of the Organization as part of the Change Management methodology. Consistent use of these resources will reinforce effective Change Management practices.

   • Create Awareness of the CMO : We execute our well-planned Change Management Strategy to create awareness of the CMO among employees and stakeholders. While we craft key messages to convey the benefits of formal change interventions and address any misconceptions about change management, we also emphasize the positive impact of Change Management on engagement, resistance management, communication, readiness, and support.

   • Develop Change Management Knowledge and Skills: We empower employees and leaders with knowledge about Change Management through workshops, up-skilling programs or knowledge-sharing sessions. We also provide insights into the history and backgrounds and psychology of change and strategies to manage resistance. By increasing understanding and abilities, you'll raise the overall level of change maturity within the organization.

4. Phase 4: Test, Monitor, and Measure

   • Show don’t tell: We deliver Change Management on Projects to test the capabilities of the CMO and show the benefits; this is done by involving the CMO in new initiatives that have a good chance of succeeding. We recommend that the CMO should avoid getting into existing projects that might be in critical condition or in complex projects. We measure the effectiveness of the methodology, tools, processes, and resources in end-to-end change management.

   • Use Measurement for Success: We measure the outcomes of our Change Management using data from impacted employee responses, project results, and project execution. While we quantify the success of Change Management efforts to demonstrate its value to the organization. We continuously conduct formal lessons learned sessions to enhance future successes and opportunities.

5. Phase 5: Implement Changes to Drive Innovation

   This final phase involves implementing changes based on feedback and learnings from the test projects. It is important to foster a culture of continuous improvement within the CMO to address gaps and inefficiencies. 

“Adaptability is key to the CMO's relevance and sustainability”.

In conclusion, establishing a CMO is a meticulous process that requires careful planning and execution. It necessitates organization-wide understanding, awareness, and support. However, the benefits of a mature, centralized Change Management office are substantial. As Change Management gains recognition globally, it's essential for change professionals to deliver change in a formal, measured, and professional manner.

The future belongs to organizations that can adapt to change rapidly while aligning with customer demands. Building a strong Change Management capability, supported by a well-structured CMO, is central to achieving organizational agility and driving success.