Prospective clients interested in AIM inevitably ask, “What’s included in your Toolkit?” This question always causes us to hesitate, because yes, there is a toolkit; however, unlike some of our competitors, we understand change management, when done right, is really about targeting your organization’s limited resources for the most impact in the shortest amount of time to get to value realization at speed.
The business value in using a disciplined project management protocol, such as Agile or Waterfall, is undeniable. Project management ensures projects are completed on time, on budget and to scope. And with the amount of investments being made on large, complex organizational change at an all-time high, these metrics are critical. But, what about using a change management process? Is there a value there as well?
You may be surprised to hear us say that being “change adept” requires multiple capabilities, including, but not limited to, a systematic change management methodology like AIM. It’s true. Change management is just one piece of the puzzle!
In our 35+ years of change management consulting, we have never once come across an organization who told us they have way too many resources with too little to do. Who are we kidding? We’ve never even met a client who had the right amount of resources for their current portfolio of initiatives!
Editor's Note: This article was originally published in July 2017 and has quickly become one of our most popular blogs to date. Because the topic is so timely we have chosen to republish it as this week's blog!
As change management consultants, we’re often asked how Agile and change management fit together. There are a lot of questions about how adding change management to an Agile project management cycle works; there are concerns expressed about whether change management will slow things down, and get in the way of the speed and innovation derived from Agile.
Here’s one thing we can all agree on: our organizations have never been stretched like they are today. It would be simple to believe the answer is for organizations to narrow their portfolio of changes. Unfortunately, most organizations do not see a lot of its projects as optional. What we can do is a better job of sequencing changes, and we can be much more effective in how we target our limited resources for maximum impact.
Last week Don Harrison, President of IMA and developer of the Accelerating Implementation Methodology (AIM), held a free webinar on what he likes to call “Next Generation Change Management” where he discussed his view of what needs to change about change management. The topic was one of our most popular ever and the discussion he led was truly thought provoking.
Enormous investments are being made each year in large scale, complex business and healthcare changes. From ERP Implementations to new patient care models to mergers and acquisitions, the amount of money being spent on organizational change is staggering. With stakes as high as these, organizations simply cannot afford to fail.
In today’s business world where changes are happening with lightning speed, organizations simply do not have a second to spare for unimportant activities. The time your Sponsors and Change Agents spend on implementing changes needs to be laser-focused on moving the dial towards getting a change implemented quickly and successfully.
One of my favorite quotes comes from Charles Darwin, who famously said, “It is not the strongest of the species that survives, nor the most intelligent, but the one most adaptable to change.” As we begin 2018, I am amazed at how these wise words could not be more appropriate for the modern business world.