What is wrong with organisational change management?

Organisational change management frameworks, like Prosci and ADKAR, have their merits but also limitations. I acknowledge these methodologies' popularity and foundational value in providing a structured approach to managing change. However, relying too much on methodologies may lead to a false sense of confidence, as these models do not fully address the complexities and nuances of real-world transformations.

Organisational change management frameworks, like Prosci and ADKAR, have their merits but also limitations. I acknowledge these methodologies' popularity and foundational value in providing a structured approach to managing change.

However, relying too much on methodologies may lead to a false sense of confidence, as these models do not fully address the complexities and nuances of real-world transformations. The models tend to prioritise actions and behaviours without adequately defining the end business results or addressing the underlying organisational culture and dynamics that are critical for sustaining change.

Organisational change management consultants are often rooted in change methodologies, focusing on the human side of change, including emotional, psychological, and cultural adjustments within an organisation. Their expertise is in crafting strategies that mitigate resistance, foster engagement, and ensure cultural change through tailored communication and training programs. But they are often artificially glued-on transformations and not integrated into other aspects of the change. They do not really know the business, which limits their impact. This leaves organisational change management a superficial and separate activity.

Effective change management ensures new ways of working are sustained over time

Change management is much more than training and communication. It's not just about providing information or skills but fundamentally altering behaviours, processes, roles and sometimes organisational structures. Effective change management clarifies the future, addresses resistance, and aligns stakeholders to the transformation's goals, ensuring that new ways of working are adopted and sustained over time. Training and communication are important components, but they're part of a much larger, strategic effort to ensure successful and lasting change.

Business leaders and business consultants with broader experience can engage in change management as part of a larger organisational development or transformation project. These professionals bring a wide-ranging perspective encompassing strategic, operational, and technological considerations. While they apply change management principles, their approach is integrative, aiming to align the change with overarching business goals and performance outcomes. This duality underscores the multifaceted nature of organisational change, emphasising the importance of both specialised change management skills and broad business acumen in driving successful transformations.

At Midagon, we have a similar approach to organisational change management as we have to project management. In addition to mastering project and change management methodologies, our consultants have business knowledge and experience. They do not just know how to use the different PM and OCM tools; they have the insight and experience needed to apply and adjust these tools to the context and with the right content. And by the way, many of our consultants are Prosci certified.