Enterprise change management is a difficult situation to find yourself in. In change management, you have to contend, among other things, with implementing alterations to fundamental rules and behaviors without stalling a running and operational system in the process.
This means that enterprise change management (unless rushed and pressured as strategic change), is all about handling people well, avoiding shocks to the system and too much of a rush disrupting things and costing man hours. The last thing you want is to spin your wheels with this, trust me.
So, there are bound to be some inherent rules and guidelines for properly applying change in a running engine like this, right? Oh, absolutely there are, and we’ve talked at great length about a lot of these.
Well, to avoid redundancy, this time we’re going to look at a few ideas that help with parts of change management that too many people gloss over. Maybe this can set a precedent for paying more attention to these in the future.
So, the first idea is perhaps budgeting more time to it than is common practice these days. If you can spread it out, so the units of change are smaller, you’ll actually do this more efficiently, because you won’t strain anyone. Also, this reduces that risk of system shock and stall.
Second, applying a layer of gamification to the entire change, not just training or whatnot, to increase engagement with the employees. This overcomes freezing and apprehension to a great level in a natural way. It softens the blow of change overall.
Finally, consider using something clever to help with training where this is applicable. You’ve heard of onboard systems like WalkMe by now, surely. They integrate into web forms, and can control them, respond to the users, prompt them, and guide them safely through immensely complex processes.
Using this to expedite training where this is applicable is going to greatly boost your rate of change, while ensuring further adoption and successful training.
Also, with something like WalkMe, training while doing means there is greatly less risk of stalling the system, because work is still being done, if a bit more slowly.
Finally, you’ll want to make sure communication on all levels and across all levels is closely enforced and instilled, because in an organization, which is like an organism, any part not knowing what the other parts are doing is going to cause the whole thing to stumble and fall.
Aside from that, it’s like any other change management scenario. You need to pick a model that’s efficient in your situation, you need to have a strategy and agenda that meet requirements, and you need to have a solid training plan (which WalkMe helps greatly).
Enterprise change management is a difficult field, and it’s more the human element and the logistics behind keeping flows of work steady but not overwhelming that’s such a pain. It takes a special kind of personality to want to work on this for a living, so if you’re really interested in this, or have had it thrust upon you against your volition, then this is a good starting place, as now you know what you’re up against, and what you can use.