Organizational Change Management Team

Organizing your organizational change

The key to your success when undertaking Transformation projects is likely to be a change in human behavior. Therefore, it is crucial that you invest time, money, and resources in organizational change management activities: Sponsorship mobilization. Organizational design. Continuous change communication. Training in the needed skillset. Reinforcement of the desired behavior. The list is lengthy – and important.

How do you make sure that the needed knowledge and capabilities are available in your project team?

Ensuring the right knowledge in the project team
Earlier this year, we supported a large organizational transformation for a customer. Knowing the importance of organizational change management, we prioritized onboarding of change management knowledge in the project team from the beginning of the project.

Our change management workstream consisted of 3 primary knowledge areas

  • Communication
  • Training
  • Organization (HR)

In order to make sure that the people of the organization understand why, when, and how they have to change, relevant, timely and precise communication is absolutely central. Having team members in your project who can introduce a set of communication channels and apply them continuously throughout the project is a great asset. Remember to keep seeking feedback from your organization, e.g. through focus groups, to make sure that the communication formats and content stay relevant. 

When introducing e.g. a new digital solution or way of working in your company, training employees and managers is crucial in order to enable organizational adoption. Therefore, we found a need for people in the project team who could create impact analyses, develop a training strategy, plan the training, execute the training, and follow up on the training. Depending on the size of your project, it may be relevant to train trainers in the organization to help, so the employees are trained by their peers with deep knowledge of the company, its context and processes.

Organization (HR)
Finally, we found that involving HR in the business transformation project really payed off, especially when it came to reinforcing the change that we introduced by integrating the new way of working into the structures of the organization. Not only could HR support the necessary organizational redesign, they also supported longer-term culture change, worked continuously with change in management behavior, and even adjusted the relevant performance measurements to fit the objectives of the project.

These are a few of our findings from working with business transformation projects that span over several years. If you’re embarking on such a project – or maybe in the middle of it – we hope you can find inspiration in our learnings and reflections.


Enterprise Business Agility – a lay of the land

In the beginning of October, Scaled Agile released its SAFe 5.0 Framework. The updated framework places enhanced emphasis on Enterprise Business Agility, stating that it “…lets you capitalize on emerging opportunities by empowering you to make quick decisions, allocate money, and align the right people to do the work”.

So what is Enterprise Business Agility and why is it important?
Enterprise Business Agility is about moving beyond Agile transformations, where focus is mainly on IT’s delivery to the business, and onto focusing more on holistic agility throughout the organization. According to AgilityHealth, this is important because “focusing only on delivery optimization hasn’t achieved the intended business outcomes most executives and leaders were aiming for”.

So are we ready for this shift in focus? We recently asked Danish companies to rate their Enterprise Business Agility maturity as they participated in a successful Agile customer event. Here’s how they answered.

We’re good at managing our lean portfolios – but it’s hard to make the agile behavior stick
The results from our survey showed that the respondents were confident about their lean portfolio management, their customer engagement, and their agility metrics. On the other hand, the respondents were least confident about their ability to make the agile behavior stick in the organization – and primarily their ability to attract agile talents.

In general though, the Enterprise Business Agility maturity ratings we collected were ranking between ‘crawl’ and ‘walk’, indicating that there is still room for improvement in many Danish companies when it comes to Enterprise Business Agility. We welcome the shift in focus and look forward to supporting your holistic approach to agility going forward.