At ChangePlan, we frequently discuss the importance of “getting a seat at the table” in change management. Our information-rich dashboards are designed to help you have more effective conversations with leaders and elevate the role of change within your organization. But once you’re in the room, what should you say? Here are some ideas to help guide those crucial conversations.
1. Standardize change delivery across the organization
One of the first topics to raise is the importance of standardizing change delivery. When all change managers use a consistent tool like ChangePlan or a standardized set of templates, it creates a familiar process for impacted stakeholders. This consistency not only makes it easier to measure the change journey but also fosters a smoother transition for everyone involved.
However, it’s essential to recognize that each project is unique. While an agreed-upon framework is a great starting point, change managers should still have the flexibility to design the most appropriate delivery strategy for each initiative.
2. Establish a center of excellence for change
Creating a Center of Excellence (CoE) for change management is another powerful way to elevate the role of change in your organization. While a community of practice is a good start, it needs to go beyond monthly catch-ups where change managers share templates over coffee. A true CoE should allocate budget and time to upskill the change team in new areas such as AI, Lean Change, or Design Thinking. This ensures that your team stays at the forefront of change management practices.
3. Nurture future change talent
Investing in the next generation of change managers is crucial for the long-term success of your organization. Change Champions already provide valuable support during the rollout of change initiatives. Why not develop these Champions into the change superstars of the future? Their deep knowledge of the organization and mature stakeholder relationships are invaluable assets.
Instead of always recruiting new resources, advocate for the development of internal capabilities. Encourage secondments and other opportunities that open doors for keen future change managers.
4. Make change intervention mandatory for every project
Every project, no matter the size, should have change input. Not all projects require a full-time change manager, but having a change function within the PMO ensures that each project is properly evaluated for change requirements. Assuming that the project manager can handle communications when the budget is tight should never be an option. A dedicated change professional can ensure that the right interventions are in place.
5. Appoint a change representative on every steering committee
Finally, advocate for a change representative on every Steering Committee (SteerCo). It’s common to have members focused on risk, budget, cybersecurity, and legal aspects, but someone who considers the change impact is often missing. A SteerCo member dedicated to change can ensure that the impact on users is thoroughly considered and that the change is delivered in line with the agreed standards and the overall transformation roadmap.
